Introduction
The 2025 Business Plan and Budget document contains five components.
Components 1 through 3 represent the budget to support Town operations. These budgets are for the recurring expenditures or revenues that the Town can anticipate each year. These include items such as salaries and benefits, materials and supplies, and fees and charges. Component 4 contains the budget details for the one-time or project specific expenditures.
The Appendix (Tab 5) contains a glossary of terms.
Component 1 – Tax Supported Budget (Tab 1)
The Tax Supported budget represents the component of the Town operations that is primarily funded through property taxes. Although some of the services are offset by fees and charges, there is an element of taxation revenue required to support each of these departments.
Component 2 – Development and Fee Supported Budget (Tab
2)
The Development and Fee Supported budget represents the component of the Town operations that is supported by fees for service (no tax support). There are five service areas that are included in this budget: Building, Planning, Development Engineering, Park Development, and Fill Operations. Each of these service areas has approved fees or charges that are intended to fully recover the cost of providing the service.
Component 3 – Water and Wastewater Budget (Tab 3)
The Water and Wastewater budget represents the component of the Town operations that are supported by fees for service (no tax support). The Town charges water and wastewater fees to property owners with municipal service connections. The fees are intended to ensure that there is full cost recovery to the Town for providing safe drinking water, wastewater treatment, and maintaining the water and wastewater infrastructure.
Component 4 – Capital Program Budget (Tab 4)
The capital budget primarily represents projects or initiatives that are one-time or time specific in nature. The capital budget may include projects such as the construction of a new fire station or retaining a consultant to prepare a study. The capital budget also includes the Town’s annual repair and replacement program for maintaining the Town’s assets. Although the annual repair and replacement program is required each year, the individual projects and related amounts of funding will vary annually depending on the program requirements in that year. The annual repair and replacement program may include road resurfacing, sidewalk maintenance, or computer replacement.
Appendix (Tab 5)
The Appendix (Tab 5) contains a glossary outlining operating expenditure and revenue categories used for budgeting purposes.
2025 Total Budgeted Expenditures
2025 Tax Supported Operating Expenses by Department
2025 Tax Supported Budget
The 2025 business plan and budget was developed and informed by the priorities defined through the Town’s 2022-2026 Strategic Plan. The Strategic Plan is comprised of five strategic priorities with corresponding key deliverables to ensure that East Gwillimbury remains well-planned, well-managed, and resilient.
QualityProgramsandServices:Providevaluefortaxdollars throughdeliveryofprogramsandservicesthatsupportour economic,environmental,andsocialgoals.
ResponsibleGrowth:Ensureresponsibleandbalancedgrowth management.
EnvironmentalStewardship:Preserveandprotectournatural environmentaswegrow.
BuildCompleteCommunities:Buildcompletecommunities thatsupporttheabilityforresidentstoconnecttoamenities, services,employment,andeachother.
CultureofMunicipalExcellence:Fosteracultureofservice excellence,engagement,andtransparency.
The 2025 business plan demonstrates each activity’s alignment with the Strategic Plan. In addition, the business plan describes Core Programs and Services that the Town delivers on a daily basis to meet the needs of residents, which are generally funded by operational dollars.
The business plan also describes Projects and Strategic Initiatives, which are specific, time-bound activities that the Town will focus on to achieve these priories outlined in the Strategic Plan.
2025 Tax Supported Budget (continued)
In addition to the Mayor and members of Council, the Town’s operations are supported by an approved complement of 221 full time positions (including the Executive Coordinator to the Mayor and Council and the East Gwillimbury Public Library). The budget also provides for approximately 285 part time and seasonal staff, including a roster of ± 60 paid on-call firefighters, and third party contractors.
BUDGET SUMMARY
The budget process for 2025 prioritizes maintaining existing quality programs and services for residents, while addressing community safety, and growth-related service pressures. The Town has a continuous focus on the transformation and modernization of processes and technology to increase the efficiency and effectiveness of the services provided. The budget provides for statutory or contractual increases where applicable.
Similar to previous years, staff reviewed historical actual expenditures and revenues along with anticipated pressures to ensure the reasonability of budgeted amounts.
Expenditures
Some of the major pressures identified in the 2025 tax supported budget include:
· Salaries and Benefits
·Salaries and Benefits
As a service organization, staff resources are central to delivering community programs and services. As such, salaries and benefits are the largest expenditure in the Town’s operating budget. The 2025 increase of $4.8 million includes job reclassification, step and merit increases, benefit cost adjustments, and reflects the results of a full-time salary review completed in 2024. It also includes increases for contract staff and part time salaries based on the outcomes of the part-time salary review that was also completed in 2024. A cost of living increase has been included for all non unionized staff.
There are 14 new staff requests for 2025, including: one IT Analyst, one People and Belonging Associate, one Senior Property Tax and Utility Analyst, one Municipal Law Enforcement Officer, one Asset Management Lead, one Privacy and Information Coordinator, one Water Quality Analyst, and four Firefighters.
Three staffing additions included in the 14 new staff requests are directly related to the Health and Active Living Plaza (HALP).These include one Community Engagement and Booking Coordinator, one Community Engagement and Permitting Supervisor, and one Facilities Lead Hand. The budget also provides for part-time resources at the HALP, including aquatics and fitness, children and youth programs, customer service, and the library. All positions related to HALP are funded from contributions specifically dedicated in previous years for the new facility and do not further impact the tax levy.
The pilot position for the Equity, Diversity, Inclusion and Accessibility Coordinator position has been expanded in 2025. The position is to be funded from the Working Capital reserve and has no tax levy impact.
BUDGET SUMMARY (continued)
· Bank Fees, Payroll and Other Charges
The budget has increased by approximately $15,000 due to the increased volume of banking transactions and associated fees as well as a contractual fee increase from the Town's payroll processing company.
·Communications
The budget has increased by approximately $6,000 primarily related to communication requirements at the HALP and additional users.
·Community Grants/Initiatives
The budget for community events has a net increase of $11,000. This includes a decrease of approximately $19,000 in Mayor and Council’s committee contingency and adjustments for various community groups, and an increase of approximately $30,000 related to the Arts and Culture community initiative and the increase in costs to hold events, such as Canada Day and the Easter Hike. Sponsorship revenue has been added to offset the tax levy pressure.
·Consultants
The budget for consultants has increased by $12,000. Of this, $10,000 is related to consultation with Indigenous Communities under the new IIDEA Framework. The remaining is related to cost increases based on historical actuals.
· Contingency
A contingency allowance has been established for items such as unplanned initiatives, corporate benefit costs and a provision for the settlement of the collective agreement.
· Contracted Services
The budget for contracted services has a net increase of approximately $77,000. Of this, $35,000 is related to ActiveNet fees due to recreation program growth, $26,000 is related to contractual cost increases for the Mosquito Control program, $9,000 is related to increased costs for the integrity commissioner and $5,000 is related to Environmental Initiatives. The balance is related to cost increases based on historical actuals.
·Councillor Discretionary Expenses and Councillor Communications and Outreach
The budget for Councillor Discretionary Expenses and Councillor Communications and Outreach has decreased by $14,000 and approximately $32,000 respectively as a targeted measure to reduce Mayor and Council expenditures and the overall tax levy impact.
·Courier and Mail Processing
The budget for courier and mail processing has increased by approximately $6,000 due to increased mail costs and volume of mail in the Finance department. The Library is expecting increased costs related to the interlibrary loan program and with the addition of the new Queensville branch.
· Equipment and Vehicle
The net budget for equipment and vehicle has increased by approximately $7,000. Approximately $6,000 is related to costs of equipment at the HALP, and $5,000 is related to additional cost of supplies for Fire and Emergency Services, and related to the cost of rental vehicles in park operations. Corporate Services has identified $4,000 in savings due to trends in historical actuals.
BUDGET SUMMARY (continued)
·Equipment Repair
The equipment and repair budget has increased by $20,000 which is related to the increased cost of repairs for fire, parks, and roads related equipment.
· Insurance
The budget for insurance has increased by $100,000 due to increasing premium costs.
· Legal Services
The budget for legal services has increased by $35,000 due to the increased estimate for required external legal expertise.
· Materials and Supplies
The budget for materials and supplies has a net increase of $487,000. Approximately $378,000 of this has been transferred from Public Works to this category to align with actual expenditures. $46,000 is related to costs of materials at the HALP, $32,000 is related to increased fuel costs for fire, roads and parks, and $20,000 is related to increased costs for winter maintenance based on the terms of the agreement. The remaining is related to various office and craft supplies, road signs and printed materials to support a variety of environmental initiatives and outreach programs.
·Other Agencies / Municipalities
The budget has increased by approximately $22,000 related to a new medical advisor for Fire and Emergency Services and increased costs for a service agreement with Richmond Hill dispatch.
·Program Instructors
The budget has increased by approximately $98,000, of which approximately $47,000 is due to new programming at the HALP and the balance is related to growth in other recreation programs being offered.
· Property and Building Maintenance
The budget has increase by approximately $110,000. Of this, approximately $58,000 is related to costs of building maintenance at the HALP. The remainder is mainly related to increased costs of preventative building maintenance and the cost of maintaining aging assets.
·Public Engagement/Corporate Events
The budget increase of approximately $32,000 includes $16,000 for community education and engagement on equity, diversity and inclusion. The remainder is related to a variety of corporate events, including Years of Service Awards and the EG Familiarization Bus Tour.
BUDGET SUMMARY (continued)
· Public Works
The budget reduction of approximately $332,000 is related to a decrease of $378,000 which has been transferred to Materials and Supplies from this category to align with actual expenditures. Public works cost increases are related to assumed subdivisions and increased growth demands, new multi-use paths and lighting and a new sidewalk network.
· Rent
The budget has a net decrease of approximately $30,000. This is related to increased rental costs for the Library at the HALP, and decreased rental costs due to ending the lease at 19003 Leslie St, as well as the removal of rented aquatic and fitness facilities with the opening of the HALP.
· Software Licenses and Maintenance
Software license and maintenance has increased by approximately $175,000 to align budget requirements with historical costs and to reflect inflation, increases in staff, and the market shift to subscription-based software licenses.
· Training, Professional Development and Memberships
The budget has increased by approximately $51,000 to assist in staff development, retention and increase in-house expertise in various departments across the Town. It also includes the annual training and development costs related to new staff.
·Uniforms, Corporate Attire and Safety Clothing
The budget has increased by approximately $33,000 to provide new uniforms for fire and emergency services and recreation at the HALP. It also includes promotional equity, diversity and inclusion attire and new branding for the library.
·Utilities
The budget has increased by approximately $236,000 mainly due to costs at the new HALP facility.
·Waste Collection
The budget has increased by $58,000, of which $49,000 related to the terms of the waste collection agreements and $9,000 is related to the new collection required at the HALP.
· Indirect Corporate Costs
Corporate costs were adjusted for 2025 to ensure that the appropriate support costs were allocated to the fee supported areas and capital projects.
·Targeted Cost Reductions
To increase operational efficiency and reduce the overall tax levy impact, the targeted cost reductions have increased by $88,000.
BUDGET SUMMARY (continued)
Revenues
The budget includes an increase of $3.0 million in taxation revenue. Approximately $685,000 of this increase is directly related to assessment growth, and $92,000 is related to supplementary taxation on new homes. The balance of the increase is related to a tax levy increase to cover increased costs, as well as dedicated increases for asset management, community safety, and the operation of the new HALP.
Revenue from development charges have increased by approximately $26,000 which reflects the recent change in legislation regarding development charge funding.
Fines and penalties have increased by approximately $47,000 related to increases in the volume of parking tickets and bylaw infractions. Sales have increased by $44,000 related to increased sales of blue and green bins as well as anticipated vending sales at the HALP.
Miscellaneous revenue from recreation has increased by approximately $127,000 from introducing non-resident fees for programs, increased vendor fees, advertising and sponsorships.
User fee revenue is increasing by approximately $1.2 million, of which $1.0 million is related to the new recreation programs at the HALP and approximately $200,000 from updates to existing recreation program revenue based increased program participation.
BUDGET SUMMARY (continued)
Transfers
There is a net increase in contribution to reserves of approximately $684,000 which supports ongoing reserve requirements as well as dedicated contributions. The following dedicated tax levy increase of $409,000 is set aside as additional contributions to reserves:
-A multi-year strategy for asset replacement commenced in 2023, resulting in a dedicated contribution to asset replacement reserves in the amount of $648,000 (an increase of $82,000).
-The Health and Active Living Plaza is anticipated to open in 2025. To mitigate the impact of these costs in the year the facility opens and during the first full year of operations, the 2025 budget includes a provision for the annual cost of operations. For 2025, approximately $1.8 million (an increase of $327,000) per year has been dedicated for the annual operating costs associated with the Health and Active Living Plaza, including a new Library.
To support the anticipated cost of the 2026 election, including support staff, the net annual contribution to the election reserve is $200,000 per year (an increase of approximately $83,000).
Draws from reserve will increase by approximately $1.8 million. To support the 2025 operations of the HALP, approximately $1.5 million has been drawn from the reserve. The balance of the increase results from the one-time use of reserves to fund contract and pilot positions.
The tax supported budget for the Town is shown in the tables on the following pages. The details for each department supporting the tables below are included in the balance of this section.
MunicipalCouncilisathree-wardsystem(Ward1–CommunitiesofHarvestHills,HollandLanding,andRiverDrive Park;Ward2–CommunitiesofSharonandQueensville;Ward3–CommunitiesofMountAlbertandHolt)withtwo Councillorsperward,andtheMayor.TheMayoralsorepresentstheTownattheregionallevelofgovernment.
CouncilisresponsibleforallaspectsoftheStrategicPlan.
TheMayorandCouncilOfficeissupportedby1full-timeposition.
Mayorand Council Executive Coordinator
Budget Summary
The Mayor and Council’s 2025 operating budget include expenditures of $0.8 million, or approximately 2% of the Town's total operating expenditures. Expenses have decreased by approximately $104,000. Salaries and benefits have decreased by $39,000 due to the end of the pilot program for the Council and Committee Support position and increased cost of living and benefit costs for the Mayor and Councillors.
There’s a net decrease in community grants/initiatives of approximately $19,000 due to the reduction in the committee contingency and adjustments for various community groups.
The budget for Councillor Discretionary Expenses and Councillor Communications and Outreach has decreased by $14,000 and approximately $32,000 as a targeted measure to reduce Mayor and Council expenditures and the overall tax levy impact. Draws from the reserve are decreasing by approximately $60,000 related to the ending of the pilot position.
There are two tables included for Mayor and Council. The first table highlights the total budget for the department. The second table provides a detailed list of items included in the Community Initiatives base budget.
MayorandCouncilCommunityInitiatives
2025OperatingBudget
2025OperatingBudget
MayorandCouncilCommunityInitiatives
The Office of the Chief Administrative Officer (CAO) provides strategic administrative leadership to the organization in accordance with provincial legislation, corporate policies, and Council’s strategic priorities.
The CAO works closely with Council and the employee team to implement key projects and initiatives guided through the Council-approved Strategic Plan, and ensures municipal programs and services are delivered efficiently and effectively. The CAO leads by example in driving continuous improvement and developing an innovative and collaborative service-focused culture where employees are supported to achieve their full potential. In addition, the CAO represents the municipality’s interest with other levels of government, community partners, and stakeholders.
The Office of the CAO has 3 full-time positions. The CAO leads the seven departments in the organization, supported by an approved complement of 221 full time positions, approximately 285 part-time employees, and a roster of +/-60 paid-on-call firefighters (including the Executive Coordinator to the Mayor and Council and the East Gwillimbury Public Library). The CAO also acts as the liaison with the Library Board through the Library Chief Executive Officer.
Core Programs and Services
Key Activities Description
Promote a Service-Focused Culture
Promote an Organizational Culture of Environmental Stewardship
Provide Support to the Mayor and Council
Team Development and Succession Planning
Advocacy and Engagement
Promote a culture of creativity, innovation, and continuous improvement, focusing on people, processes, and technology to drive efficiency and effectiveness in the organization, and support improved service delivery and customer experience.
Identify and promote opportunities to implement tools, methods, and practices across the Town to support environmental sustainability and advance efforts to improve climate change adaptation, mitigation, and resiliency.
Provide professional advice to the Mayor and Council and ensure the proper interpretation and implementation of Council decisions and direction.
Provide and promote development opportunities for the Senior Management and Extended Management Teams to support engagement, growth, and business continuity.
Build and strengthen relationships with all levels of government to establish partnerships and identify and advance potential grant and funding opportunities.
Showcase EG
Expand opportunities for networking, collaboration, and professional development, and explore opportunities to profile and market the Town of East Gwillimbury.
Issues Management
Provide strategic advice and support to Departments to address challenges. Business Plan Development
Develop the Town's annual business plan in collaboration with all Departments, ensuring close alignment with the Strategic Plan and Budget process, while laying the foundation to work towards a multi-year Business Plan and a Performance Measurement Framework.
Projects and Strategic Initiatives
Key Activities Description
Increase Focus on Environmental Initiatives
Identify Opportunities to Promote and Profile East Gwillimbury
Promote a Shared Leadership Model for Senior Management
Increase Focus on Truth and Reconciliation Initiatives
Ensure all Departments consider the Town’s Environmental Strategy and incorporate environmental initiatives as they develop and implement Departmental workplans.
Explore and leverage emerging opportunities to promote the Town, its innovative service delivery models, initiatives, and accomplishments, and respond to the growth needs of the community in a practical manner (e.g., expansion of services, major infrastructure, etc.).
Increase opportunities for Department heads to participate in a shared leadership model, including identifying rotating chairs for senior management team meetings.
Identify and promote opportunities to advance Truth and Reconciliation, including a commitment to the Truth and Reconciliation Commission's Calls to Action.
BudgetSummary
TheOfficeoftheChiefAdministrativeOfficer2025operatingbudgetincludesexpendituresof$0.7million,orapproximately2%oftheTown'stotal operatingexpenditures.
Salariesandbenefitshaveincreasedbyapproximately$27,000relatedtocostofliving,thefull-timesalaryreview,andincreasedbenefitcosts.The balanceisrelatedtoprofessionaldevelopmentfornewstaff.
Thenetbudgetisincreasedbyapproximately$33,000orapproximately5%.
TheCorporateServicesDepartmentprovidesoperationalsupporttothecorporationandthecommunitythroughthe followingfourbranches:
•TheCommunicationsandCustomerServiceBranchprovidesbrandexperience,publicinformationand engagement,mediarelations,channelmanagement,andcustomerservice(includingphoneandcounterservice).
•ThePeopleandBelongingBranchisresponsiblefororganizationaldevelopmentandcorporatetraining, recruitment,performancemanagement,compensation,benefitsadministration,andemployeeengagement.The Branchalsosupportsstaffhealthandsafety,accessibility,andequity,diversity,andinclusion.
•TheInformationTechnologyBranchmanagesdataandanalytics,solutiondevelopment,systemsecurity, hardwareandsoftware,geographicinformationsystems(GIS),businesssolutiontraining,andhelpdesksupport.
•TheEnvironmentalInitiativesBranchcoordinatesinternalandexternalenvironmentalinitiativesandprograms.
TheCorporateServicesDepartmentalsoleadstheAssetManagementProgramfortheTown.
CorporateServicesissupportedby26full-timepositions.
Key Activities
Service Modernization and Business Efficiency
Cyber Security
Asset Management Program
Maintain Information Systems and Software
Maintain Hardware and Network Infrastructure
Environmental Initiatives
Strategic Communications
Digital Media Management
Customer Service
Training and Development
Employee and Labour Relations
Compensation and Benefits Administration
Talent Management
Health and Safety
Accessibility for Ontarians With Disability Act (AODA)
Compliance
Corporate Services Core Programs and Services
Description
Automate and transform the delivery of municipal services to meet the changing needs and expectations of residents and businesses.
Run security and penetration tests, and implement recommended changes to ensure the Town's core network security infrastructure is safe and secure.
Establish formalized asset management practices which include establishing effective asset management data collection, analysis and repositories, policies and procedures, and staff training. These practices will contribute to capital budget decision making and will support funding requests from the provincial and federal governments, and other sources.
Continuous improvement of Information Systems via software upgrades, data transformation, process development and automation, training and documentation.
Inspect and replace aging and outdated servers, network infrastructure, computer hardware, and audiovisual equipment and ensure the Town has reliable, secure, and efficient technology systems.
Coordinate, develop, and implement town-wide programs and initiatives that support and protect the Town's natural environment and promote corporate and community environmental action.
Provide strategic communications support to all Town departments through effective internal and external communications and engagement, ensuring that communications protocols, processes, and strategies are regularly reviewed and updated to reflect current preferences and trends in the community.
Create and monitor content for Town communication channels to build community awareness and engagement, facilitate up-to-date and accurate information, and ensure adherence to the Accessibility for Ontarians with Disabilities Act (AODA).
Provide residents, visitors, and businesses with information and assistance for Town programs and services, while building service excellence across all interactions, and looking for ways to continuously improve the service experience.
Foster a learning and coaching environment for all staff through education and training opportunities.
Provide advice and guidance on employee and labour relations issues to foster a culture of belonging and ensure that the corporation is legislatively compliant.
Manage employee compensation, benefits, and pension, including administration of job evaluation and salary administration programs, policy formulation and recommendations, position maintenance programs, and benchmarking activities.
Attract, hire, develop, and retain the best candidates, in alignment with the EG - You Belong Employee Experience Strategy.
Foster an environment of physical and emotional safety for all Town staff that prioritizes training, aligns with industry best practices, and adheres to all applicable Town Policies and legislation.
Provide training and tools to support compliance with AODA requirements and employment standards across the organization.
Key Activities
Develop 2025 Asset Management Plan
Develop and Implement IT Strategy
Enhance Customer Relationship Management (CRM) Tool
Upgrade Council Chambers Equipment
Upgrade Call Centre Phone System
Implement Backup Server at Secondary Location
Implement Open Data Portal
Implement Actions of the Environmental Strategy
Develop Climate Adaptation Plan
Initiate Development of Corporate and Community Energy Plan
Update Thinking Green! Development Standards
Seek Municipal Grant Opportunities
Update the EG You Belong Employee Experience Strategy
Update and Execute EG - You Belong Communications Strategy
Update and Execute Health and Active Living Plaza Communications Strategy
Implement a Service Experience Strategy
Customer Service Multi-Location Roll Out
Install Digital Signs in Town Facilities
Implement Compensation Review
Review and Update People and Belonging Policies
Develop Rewards and Recognition Program
Implement Succession Planning Framework
Upgrade Workforce, Learning Management, and Onboarding Tools
Implement Indigeneity, Inclusion, Diversity, Equity and Accessibility (IIDEA) Action Plan
Implement Strategic Workforce Plan
Corporate Services
Projects and Strategic Initiatives
Description
Seek Council approval on the 2025 Asset Management Plan which will include an inventory of core and non-core assets, proposed levels of service, and a financial strategy.
Develop an IT Strategy that assesses the quality of IT services and provides recommendations for improvement. Create a plan to implement and maintain the Strategy.
Enhance the CRM solution to improve access to online services, implement additional functionality, and promote standardized service management across the organization.
Upgrade equipment that sends video to all televisions and projectors in the Council Chambers to ensure that Council meetings have reliable audio and video transmissions.
Upgrade current Customer Service phone system, prepare for call centre expansion into the Health and Active Living Plaza, and establish a library contact centre (one number).
Setup existing servers at the Operations Centre to support resiliency of Town information and technology systems.
Provide an open data portal to the public, to increase transparency and data accessibility for public use.
Implement the next phase of the Town’s Environmental Strategy, including the implementation of the Environmental Outreach Program, the development of the Community Gardens Policy, and the integration of climate and environmental lenses in the Town’s decision-making processes. Promote and deliver environmental empowerment activities and initiatives, including Earth Day celebrations (eco-fair and workshops) and seasonal environmental campaigns for the community.
Based on the Town’s Vulnerability and Risk Assessment and urban heat island modelling, the Climate Adaptation Plan will identify and prioritize actions that contribute to climate resilience and adaptation.
Define priority areas and potential actions to reduce greenhouse gas emissions and improve energy efficiency
Based on an internal and external analysis of the policy environment, update the Town’s green development standard metrics, evaluation system, and guidebook.
Increase the identification and volume of grant applications for environmental projects, equity, diversity, and inclusion initiatives, and other programs.
Review the results of the 2024 Employee Engagement Survey and identify and implement improvement actions.
Implement a communications plan to support the promotion and implementation of the Employee Experience Strategy.
Support the lead-up and and opening of the Health and Active Living Plaza through communications efforts that are aligned with business needs.
Build upon the service experience East Gwillimbury provides by implementing a strategy that establishes guiding principles and standards that customers can expect from the Town, and creates an action plan tailored to meet the diverse needs of our residents, businesses, and staff, ensuring that feedback mechanisms are in place.
Implement Customer Service locations in the Sports Complex and Health and Active Living Plaza through a phased approach.
Update signage in the interior and exterior of Town facilities to modern screens that support images and video.
Implement 2024 salary reviews to ensure consistency throughout the organization and with market rates, and compliance with pay equity legislation.
Finalize the review and update of all People and Belonging policies.
Implement a rewards and recognition policy that supports the development of a new program, which will include the resumption of Years of Service Awards.
Create a planning framework that will allow for effective progression of staffing to address the Town’s workforce needs today and into the future.
Evaluate and implement upgrades to the ADP Workforce Now tool and Learning Management System, develop a standardized employee onboarding process, and digitize People and Belonging forms, in alignment with the Town’s commitment to service modernization.
Drawing from the Equity, Diversity, and Inclusion Framework, implement the initiatives identified in the 2024-26 IIDEA Action Plan.
Staff will use data gathered in 2024 to assess the future people needs of the organization and establish an organizational structure that will enable the organization to meet the diverse needs of the community and effectively deliver services over the next 5-10 years.
Customer Service Interac ons
*All 2024 numbers have been es mated to year end for comparison purposes
Various methods of customer interac on with the Town's customer service team: total calls answered, emails, counter interac ons added together
0 50,000
2020 2021 2022 2023 2024
Calls Answered (#) Counter Interac ons Resident Emails
Digital Communica ons Service Requests Managed
Total number of residents engaged with the Town's various digital communica ons comprised of eNewsle er, Facebook, Instagram, LinkedIn and X followers 0 10,000 20,000
2020 2021 2022 2023 2024
eNewsle er Facebook Instagram LinkedIn X
LinkedIn tracking began in 2021, Instagram in 2023
Resident requests that require follow up by other service areas of the Town (eg. Roads, Water, etc.)
Website Engagement
Total number of mes the website is visited (Sessions) and the total number of different pages viewed (Page views)
*Communica ons u lizes a variety of tac cs to communicate messages beyond digital. Other tac cs include facility posters, external facility signs, newspaper ads, call centre recordings, geo-fencing targeted ads, road signs, etc.
*All 2024 numbers have been es mated to year end for comparison purposes
Corporate Training Hours
Includes workplace specific and legisla ve required training (Diversity & Inclusion, Mental Health, First Aid, WHMIS, etc.)
1,000 2,000 3,000 4,000
Human Resources Employee Turnover
Total number of full- me employees who have voluntarily le the organiza on per year
1,000 2,000 3,000 4,000
Resumes Received
Total resumes received on an annual basis
*All 2024 numbers have been es mated to year end for comparison purposes
Pos ngs
Total jobs posted on an annual basis
Interviews
Hardware Devices Managed
*All 2024 numbers have been es mated to year end for comparison purposes
Total number of devices supported e.g. laptops, desktops, mobile devices
Cyber A acks Prevented
Number of suspicious cyber related events managed (firewalls, content filters, other technologies)
Digital Forms, Dashboards and Automa ons
*All 2024 numbers have been es mated to year end for comparison purposes
Environmental Related Community Engagement Ac vi es
Number of environmental related community engagement events including: Earth Day, Nature Day, Environmental Workshops, Surveys, Photo Contests, and Campaigns
Environmental Related Community Engagement Ac vity Par cipants
Number of people who par cipated in environmental related engagement ac vi es
BudgetSummary
TheCorporateServices2025operatingbudgetincludesexpendituresofapproximately$5.3millionor14%oftheTown'stotaloperatingexpenditures.
Salariesandbenefitshaveincreasedbyapproximately$913,000whichincludes:$168,000toannualizestaffingpositionsandnewpart-timestaffingrequirementsforCustomerServiceatthe HealthandActiveLivingPlaza,$90,000formaternityandparentalleavebenefits,$20,000forexpandedhoursforCommunications,andapproximately$25,000forincreasedbenefitcosts.New staffingrequestsaccountfor$380,000foranAssetManagementLead,ITAnalyst,PeopleandBelongingAssociateandtoexpandtheEquity,Diversity,InclusionandAccessibilitypilotprogram.Of this,approximately$361,000willbeoffsetbydrawsfromthereserves.Thebalanceisrelatedtocostoflivingandfull-timesalaryreviewadjustments.
Softwarelicencesandmaintenanceareincreasingapproximately$158,000toalignexpenditurerequirementswithhistoricalcostsandtoreflectinflation,increasesinstaff,andthemarketshiftto subscription-basedsoftwarelicences.
Anincreaseofapproximately$30,000isforEnvironmentalInitiativesincludingmaterialsandsupplies,ceremonies,guestspeakersandsoftwarelicencestodeveloptheClimateEmergency DeclarationandEnergyPlan.
Anincreaseof$30,000isforequity,diversityandinclusioninitiatives,includingcommunityengagement,indigenousconsultations,staffprofessionaldevelopmentandpromotionalmaterials.
Otherincreasesincludeapproximately$15,000forcorporateevents,includingYearsofServiceAwardsandtheEGFamiliarizationBusTour.
Thenetbudgetisincreasedbyapproximately$773,000orapproximately19%.
TheLegalandLegislativeServicesDepartmentiscomprisedoftwobranches:
•TheLegalServicesBranch,ledbytheTownSolicitor,providesstrategicandlegaladviceandsupporttoCouncil, theCorporation,andtheTown’slocalboards.TheLegalServicesBranchhasgeneraloversightandresponsibility forlegalmattersinvolvingtheTownandoverseestheTown’sinsuranceandriskportfolio.
•TheLegislativeServicesBranch,ledbytheMunicipalClerk/DirectorofLegislativeServices,manageskey legislativelygovernedfunctionswithinthemunicipality.ThisincludesadministeringCommitteeoftheWhole CouncilandCouncilmeetings,managingmunicipalelectionsandby-elections,overseeingaccesstoinformation andprivacyprocesses,andprovidingadministrativeservicessuchasvitalstatistics,issuinglotterylicences,and conductingcivilmarriageceremonies.
LegalandLegislativeServicesissupportedby7full-timepositions.
Key Activities
Legal Counsel to Council and Senior Management
Insurance and Risk Management
Contract Review and Negotiation
Manage Real Estate Matters and Transactions
Town Representation and Advocacy
Clerk’s Services
Access and Privacy Services
Legal and Legislative Services Core Programs and Services
Description
Provide strategic legal advice to Council, the Chief Administrative Officer, and Town staff on a broad number of legal issues respecting the Corporation.
Provide risk management advice and support, including management of the Town’s insurance portfolio and oversight of all insured claims involving the Town.
Draft, negotiate, review, and manage Town contracts, by-laws, policies, and other agreements.
Provide legal advice regarding property matters and undertake real estate transactional work to support the property portfolio.
Represent the Town’s interests at Committee and Council meetings, meetings with third parties, and in various forums including courts, administrative tribunals, and other bodies, and advocate the Town’s interests to senior and other levels of government on legislation and policy impacting the Town’s business.
Organize and manage Council and Committee of the Whole Council meetings by preparing meeting agendas and minutes in a timely, accurate, and accessible format, ensuring decisions made are followed up on, and producing meeting livestreams.
Manage freedom of information requests, corporate records, privacy, and access to information in accordance with provincial legislation, and provide education and awareness on access and privacy.
Elections Services
Clerk’s Administrative Services
Oversee the management of municipal and school board elections and by-elections in accordance with provincial legislation.
Provide statutory services, including issuing public notices, lottery licences, marriage licences, coordinating special occasion permits for liquor, conducting civil marriage ceremonies, and overseeing livestock and pound keeping management.
Legal and Legislative Services
Projects and Strategic Initiatives
Key Activities Description
Review and Update
Delegation By-law
Review and update the Delegation By-law.
Implement an Updated Procedure By-law
Implement and provide training on an updated Council Procedure By-law to ensure its relevance, effectiveness, and alignment with legislation and best practices.
Policy Development Regarding Ward Boundaries and Council Composition
Develop a policy pertaining to ward boundary reviews and Council composition.
Records Management Policy Development
Establish a comprehensive policy within the Town to effectively manage records, information accessibility, and regulatory compliance.
Planning for 2026
Municipal and School Board Elections
Plan and organize a transparent and efficient election process for the selection of municipal representatives within the Town.
Legisla ve Services
*All 2024 numbers have been es mated to year end for comparison purposes
Total Council and Commi ee Mee ngs
Includes Council, CWC, SPC (Workshops) and Closed Session mee ngs - no ng changes to mee ng structure implemented in 2020 due to Covid-19 Pandemic
Civil Ceremonies Conducted
Number of civil ceremonies conducted
*No ng COVID-19 impacts for 2020 and 2021 Freedom of Informa on Requests
Access to Informa on Requests Under MFIPPA (FOI, Personal Info, Fire)
BudgetSummary
TheLegalandLegislativeServices2025operatingbudgetincludesexpendituresofapproximately$1.5millionor4%oftheTown'stotaloperating expenditures.
Salariesandbenefitshaveincreasedbyapproximately$171,000primarilyrelatedtonewstaffingcostsforaPrivacyandInformationCoordinatorandan AccessandElectionsAnalystaswellasadjustmentsforcostoflivingandthefull-timesalaryreview.
Theincreaseincontractedservicesof$9,000isrelatedtotheestimatedcostofintegritycommissionerservices.Traininganddevelopmentcostshave increasedby$2,500relatedtothenewstaffingrequests.Costincreaseshavebeenpartiallyoffsetbyanincreaseof$4,500inrevenuefromlicences.
Thenetdrawfromreserveisincreasingbyapproximately$26,000whichisduetoone-timecontractfundingbeingremovedin2025andthenewAccess andElectionsAnalystbeingfundedfromtheElectionsandWorkingCapitalReserves.
Thenetbudgethasincreasedbyapproximately$152,000orapproximately13%.
TheFinanceDepartmentisresponsibleforprovidingdirection,advice,andservicesthatensuretheTownremainsin astrongfinancialposition,enablingtheTowntoprovidequalityservicestothepublic,nowandinthefuture.
TheFinanceDepartmentprovidesfinancialsupporttothecorporationandthecommunitythroughtwobranches:
•TheFinancialServicesBranchleadsbudgetcoordinationanddevelopment,controlsandreporting,accounting, investmentsandbanking,andpropertytaxandwaterbilling.
•TheCapitalandDevelopmentFinanceBranchleadscapitalbudgeting,developmentchargeadministration,fee andreservemanagement,coordinationofTownpurchasesandcompetitivebids,andlong-rangefinancial planning.
Financeissupportedby16full-timepositions.
Key Activities
Property Tax and Water Billing
Administration of Development Charges and Municipal Fees
Budget Development and Approval
Financial Reporting and Development of Annual Financial Report and External Audit
Payroll Administration
Accounts Payable, Billings, and Collections
Banking, Cash Flow, and Investment Management
Capital Program Management
Long-Term Financial and Capital Funding Analysis and Strategy
Coordinate Purchasing and Procurement
Support Municipal Funding and Grant Applications
Finance
Core Programs and Services
Description
Management and billing of all property tax and water billing accounts, and responding to customer inquiries.
Oversee the implementation of fees and charges, including the development charge by-law and background study, to ensure that services and growth-related infrastructure are delivered in a fiscally sustainable manner.
Lead the annual budget development process, including coordinating, analyzing, and summarizing department submissions and reporting to Council, to align with Council priorities.
Quarterly monitoring, analysis, and reporting of financial activity compared to budget, preparation of the annual financial report, and coordination of the external audit to provide information on the Town's financial position in a transparent, resident-friendly manner.
Administer payroll for all employees and perform monthly and annual reconciliation and reporting, in accordance with relevant legislation.
Administer payment for Town expenses and billing, and collection of cost recoveries associated with service delivery.
Administer the Town’s bank and online payment accounts, and manage investments to safeguard funds and realize a competitive rate of return.
Oversee the development of the Town's capital budgets and develop and maintain capital policies and procedures.
Undertake review and adjustment of capital plans and forecasting, perform comprehensive financial analyses, and provide advice and guidance to ensure the Town remains in a strong financial position in the long-term..
Develop and implement policies, procedures, and bid/tendering processes to uphold the principles of fair and transparent municipal procurement and achieve the best value for the Town.
Identify and pursue available funding and grant opportunities and ensure compliance with reporting and spending requirements.
Projects and Strategic Initiatives
Key Activities Description
Initiate Replacement of Financial and Tax/Utility Billing System
Develop Asset Management Plan Financial Strategy
Develop Fire and Emergency Services
Financial Strategy
Complete Water/Wastewater Financial Plan and Rate Study
Enhance Revenue Analysis and Reporting
Promote E-Billing
Update Multi-Year Funding Strategy for Health and Active Living Plaza
Update Financial Policies and Procedures
Implement Procurement Process Improvements
Refine requirements and source solution for new financial systems that enhance the customer experience for tax and utility billing, provide operational improvements in financial management, enhance security of financial information, and enhance financial analytical capability for the organization.
Develop a funding strategy for the lifecycle management of the Town's existing assets, in accordance with provincial legislation.
Develop a multi-year funding strategy for the recruitment and retention of Fire and Emergency Services staff.
Complete the water/wastewater financial plan and rate study, in accordance with provincial legislation.
Improve analytics and reporting for tax and utility revenues to better analyze trends, set rates, and identify future opportunities for balanced assessment growth.
Promote the expansion of paperless and online billing options.
Develop a financial plan for the Health and Active Living Plaza that proposes capital and operating budget adjustments based on an analysis of associated costs and revenues.
Review financial processes and policies (e.g., Deferred Revenue Policy, Capital Budget Policy, Purchase Order Policy), and implement enhancements to support efficiencies and improve customer service.
Enhance procurement policies and practices, as recommended by the 2024 York Region Internal Audit, to improve value and efficiency.
Town-wide Financial Metrics
*All 2024 numbers have been es mated to year end for comparison purposes
Funds (in $ Millions) set aside for future growth specific needs and funding ini a ves that benefit new development. EG Development Charges, Community Capital Contribu on, Development Fees
Funds (in $ Millions) set aside for replacement/renewal of all tangible capital assets
Funds (in $ Millions) set aside for future program related services such as Building, Planning, Fill & Site Altera on, Working Capital and stabiliza on funding
Breakdown of Annual Taxes Collected
*All 2024 numbers have been es mated to year end for comparison purposes
Total billed taxes (in Millions) per year broken down into the three components of Town, Region and School Board
*2024 includes es mated amount of supplemental taxes billed
Total Number of Tax and Water Accounts
Total number of ac ve tax accounts added to the roll, and ac ve water/wastewater accounts added. Water accounts include tenant accounts.
number of administra ve name changes due to change in ownership or tenancy
*All 2024 numbers have been es mated to year end for comparison purposes
*Finance assumed responsibility of processing of payments in 2019 Online Services - Resident Self Serve
BudgetSummary
TheFinancedepartment2025operatingbudgetincludesexpendituresofapproximately$2.7millionor7%oftheTown'stotaloperating expenditures.
Thesalariesandbenefitsbudgethasincreasedbyapproximately$368,000.Ofthis,$135,000isrelatedtothenewstaffingrequestfora SeniorTaxandUtilitiesAnalyst.Thisispartiallyoffsetbyanincreaseintax-relatedrevenueshowncorporately,asopposedtowithinthe Financedepartmentbudget.Theremainingincreaseisrelatedtojobreclassifications,meritincreases,benefitcostadjustments,costof livingandthefull-timesalaryreview.
Thebankfees,payrollandotherfeesbudgethasincreasedbyapproximately$15,000duetoincreasedtransactionvolumeandpayroll processingcosts.Courierandmailprocessinghasincreasedbyapproximately$2,500toreflectmailanddistributioncostsaswellas additionalvolumes.Trainingandprofessionaldevelopmenthasincreased$6,100toreflectchangingstaffingcomplement.Staffcost chargedtocapitalisincreasingby$7,500asreflectedinindirectcorporatecosts.
ThedecreaseinDrawsfromReservesisoffsetbyanincreaseinDevelopmentCharges.Thisreflectstherecentchangeinlegislation regardingdevelopmentchargefunding.
Thenetbudgetforthisdepartmentisincreasingbyapproximately$384,000or20%.
TheDevelopmentServicesDepartmentprovidesstrategiclanduseplanningadviceconcerningthelong-term,growth-relatedvisionfor theTown.Themajorityofthedepartmentisfundedthroughdevelopmentfees(Tab2)withasmallcomponentfundedthrough propertytaxes.TheDevelopmentServicesDepartmentiscomprisedoffourbranches:
•TheEconomicDevelopmentBranchsupportssustainableeconomicgrowththroughbusinessdevelopmentsupport,strategic investmentattraction,andassistancetoindustrialandcommercialprojectsthroughoutthedevelopmentprocess.
•ThePlanningBranchisresponsibleforreviewingandprocessingallPlanningActapplicationsasperprovincial,regionaland municipalpolicydirectives.PlanningisalsoresponsibleforupdatesandmaintenanceoftheTown’sOfficialPlanandspeciallanduse studies.PlanningstaffprovideinterpretationandreviewofrelevantprovincialandregulationlandusepoliciesandZoningby-law regulations.Inaddition,publiccommentandfeedbackissolicitedonallplanningmattersrelatedtodevelopmentapplicationsand changestoplanningpolicies.
•TheBuildingBranchdealswithbuildingadministrationandapprovalsthroughplansreviewandsiteinspections.Theyensure compliancewiththeOntarioBuildingCodeandStandardsandtheTown’sZoningBy-lawforconstruction,demolition,renovationof buildingsthroughtheadministrationandenforcement.
•TheBylawEnforcementBranchworkswiththecommunitytoeducateandenforcemunicipalby-laws,variousgovernmentacts,and legislationtoprotectthepublicsafety,integrityandwelfareofallresidents. DevelopmentServicesissupportedby29full-timepositions.
Development Services Core Programs and Services
Key Activities Description
Business Retention and Expansion
Investment Attraction and Lead Generation
Talent Attraction and Workforce Support Programming
Deliver AdvantageEG Program
Ontario Building Code Administration and Enforcement
By-law Enforcement
Policy and Process Review in Response to Emerging Legislation
Septic System Maintenance Inspection Program
Broadband Expansion
Planning Application Review and Processing
Animal Services Partnership
Strategic Partnership with Development Community
Manage Planning Inquiries
Consistent Communication to Council
Execute and market a business consultation and visitation program that supports local employers, celebrates business openings and successes, provides mentorship and training opportunities to entrepreneurs and business owners.
Create and market an East Gwillimbury investment package, inclusive of data and the local value proposition, to generate commercial/industrial business leads; act as matchmaker between businesses seeking space and developers creating space, as well as available vacant spaces.
Support workforce development through marketing, programming, and job fair partnerships with larger employers. Attract new talent, including those matching the skills current and future local employers require. Develop talent personas for marketing/talent attraction, and launch new talent portal on AdvantageEG.ca.
Project manage key commercial/industrial development projects, prioritizing those that create the most jobs and economic impact in East Gwillimbury, collaborating with development-related branches to expedite approvals.
Respond to growth-related building activity and ensure new building stock is safe and environmentally efficient, in compliance with the Ontario Building Code.
Uphold the integrity and safety of the community by effectively administering and enforcing Municipal Bylaws.
Review development processes and policies within the Town's Official Plan and Zoning By-laws to ensure compliance with emerging legislation.
Ensure properties with septic systems that are included within the coverage boundary of the Clean Water Act and the Lake Simcoe Protection Act are notified and undergo inspection every five years to ensure that the surrounding environment and drinking water sources are not polluted.
Work with Internet Service Providers to facilitate expansion, partner with YorkNet on their regional expansion, and work to enhance commercial services.
Regulate land-use development in accordance with statutory requirements, perform site visits to learn the adjacencies and geographies of each Planning application, and help shape land use policies and guidelines for the Town.
Work with the Town of Aurora to provide Animal Services.
Hold regular, collaborative working sessions with partners to address key policies impacting development.
Provide professional planning advice and interpretation in response to planning inquiries through email, phone, and in-person.
Foster consistent communication with Members of Council on development matters through quarterly updates summarizing the status of active applications. Administration for Committee of Adjustment and Heritage Advisory Committee
Host Heritage Advisory Committee meetings and Committee of Adjustment meetings to process Town minor variance applications.
Development Services Projects and Strategic Initiatives
Key Activities Description
Enhance Development Application and Tracking Software
Zoning Bylaw Conformity Update
Develop Complete Communities Secondary Plan
Adapt Development Application Process
Deliver YSpace Entrepreneurship Programming
Advance Heritage Conservation District Project
Implement Heritage Strategy
Support Thinking Green! Development Standards Update
Downtown Business Development and Support Programming
Develop Parking Review Recommendations
Create Business Data and Market Intelligence Dashboard
Planning Outreach
Roll out software for Committee of Adjustment applications to trial run its use for Planning applications.
Review and update the Zoning Bylaw to ensure conformity with the updated Official Plan, new and emerging legislation, and Council strategic priorities.
Establish a detailed planning framework and urban land uses for the new Community Areas identified on Schedule 3 of the Town’s adopted Official Plan.
Review and update existing forms related to the development process (both online and hard copy) to ensure clarity, enhanced customer experience, conformity with emerging legislation, and AODA compliance.
Partner with the Town of Georgina and York University to deliver programming designed to meet the specific needs of entrepreneurs to encourage their success, growth, and job creation.
Upon completion of the Heritage Conservation District Study and additional public consultation, implement the recommendations of Council with respect to the Heritage Conservation District project.
Using a broadly consultative process, develop a comprehensive Heritage Strategy that clearly defines the Town's role in Heritage Preservation, objectives for the community's engagement with Heritage Preservation, and the resource commitment available to support those objectives. The strategy will also include comprehensive success measures to support reporting on the progress and impact of any Heritage Preservation efforts.
Support the examination and implementation of updates and processes to the Thinking Green Development Standards.
Engage with downtown businesses in Holland Landing and Mount Albert to provide capacity-building supports as construction and revitalization projects progress.
Review and propose options to address parking constraints within East Gwillimbury.
Create an economic data dashboard to support entrepreneur business planning, site selection and investment attraction, and to provide accountability of economic development activities and impacts.
Explore opportunities to educate and engage with residents regarding key developments and planning initiatives (e.g., attendance at East Gwillimbury Farmer’s Market).
Economic Development
*All 2024 numbers have been es mated to year end for comparison purposes
Business Interac ons
All inquiries and outreach to business community to and from the Economic Development Branch
Job Crea on
Total number of es mated new jobs created and supported in EG as a result of new development, business reloca on, or business expansion projects
Woodbine One / Loblaws
Reports for Council Considera on
and memos to Commi ee of the Whole, Council, Special Council and Commi ee of Adjustments
*All 2024 numbers have been es mated to year end for comparison purposes
Total Applica ons Received
Total building permit applica ons (new residen al, non residen al, and other combined)
*All 2024 numbers have been es mated to year end for comparison purposes
New Home Permit Applica ons
New Building Permit applica ons received to build new homes in EG
Total Permits Issued
All Building Permits issued, including new homes, commercial/industrial, and also smaller projects such as decks or accessory buildings
By-law Enforcement
*All 2024 numbers have been es mated to year end for comparison purposes
Complaints Received
Total By-law enforcement files generated reac vely and when a complaint is received
Parking Tickets Issued
parking ckets issued
Inspec ons Completed
number of closed inspec ons
BudgetSummary
The Development Services 2025 operating budget includes expenditures of approximately $2.0 million or 5% of the Town's total operating expenditures.
The salaries and benefits budget has increased by approximately $294,000. Of this, approximately $120,000 is related to the new Municipal Law Enforcement Officer. The balance is related to job reclassification, merit increases, increased benefit costs, cost of living and full-time salary review adjustments. Other costs include $3,500 for specialized software licences for economic development and $1,500 in uniforms for bylaw enforcement staff.
Fines and penalties are expected to increase by approximately $47,000, of which $35,000 is related to additional parking fee revenue associated with a new Municipal Law Enforcement Officer and updated revenue projections based on historical actuals. Development revenue is expected to decrease by $10,000 due to a decrease in the number of permits and minor variance applications.
The net budget has increased by approximately $255,000, or 18%.
The Development Services department also includes Planning and Building. The budget tables in this section exclude the budget for these branches as they are not tax supported and are included separately in this report. (see Tab 2)
TheEngineeringandPublicWorksDepartmentiscomprisedoftwobranches:
•TheEngineeringBranchincludes–
•DevelopmentEngineeringincludingadministeringdevelopmentapprovalsandagreementsandsite inspection.
•CapitalProgramsincludingmasterplanningtoaccommodatefuturegrowthandcapitalprojects.
•TrafficEngineeringincludingSaferStreetsInitiatives.
•FillandSiteAlterationprogramincludingcomplianceandmonitoringactivity.
•ThePublicWorksBranchincludes–
•WaterandWastewaterOperationsincludingrelatedinfrastructureanddrinkingwaterquality.
•Operationsincludingroads,sidewalks,stormwatermanagement,andfleet.
•WasteManagementincludingthecollectioncontractandprograms.
EngineeringandPublicWorksissupportedby40.5full-timepositions,14crossingguards,andapproximately10 part-time/seasonalpositions.
Key Activities
Manage and Maintain Safe Road Networks
Winter Maintenance Program
Manage Drinking Water Systems
Waste Collection and Management
Manage Development Engineering
Fill and Site Alteration Program
Manage Fleet Services
Manage Stormwater Network
Manage Wastewater Network
Engineering and Public Works Core Programs and Services
Description
Proactively inspect, maintain, and repair the Town’s roads, sidewalks, and boulevards, ensuring safe vehicle and pedestrian use, while meeting regulatory compliance.
Proactively inspect and clear the Town’s roads and sidewalks of snow and ice, ensuring safe vehicle and pedestrian use, while meeting regulatory compliance.
Proactively inspect, maintain, and repair the Town’s water infrastructure for the ongoing delivery of drinking water to meet regulatory and operational needs.
Proactively oversee collection of garbage, green bin, blue box, yard waste, and facilitate treatment by York Region.
Review and approve development works and proactively inspect infrastructure works related to subdivisions, site plans and infill construction projects to ensure regulatory compliance.
Review and approve fill and site alteration applications and actively monitor and investigate works to ensure compliance with the Town’s bylaws.
Proactively supply and maintain the corporate fleet to provide safe and reliable vehicles and equipment to meet the Town’s fleet strategy objectives and operational needs.
Proactively inspect, maintain, and repair the Town’s stormwater infrastructure for the ongoing delivery of stormwater services to meet regulatory and operational needs.
Proactively inspect, maintain, and repair the Town’s sanitary infrastructure for the ongoing delivery of wastewater services to meet regulatory and operational needs.
Engineering and Public Works Projects and Strategic Initiatives
Key Activities Description
Implement a Comprehensive Water Quality Improvement Study
Install Automated Water Meter Infrastructure – Phase 2
Tandem Snowplow Replacement
Implement Winter Maintenance Dashboard
– Phase 2
Install Remote Monitoring at Sanitary Pumping Stations
Commence Construction of Highway 11 and Yonge Street Multi-Use Path and Lighting Project – Phase 2
Initiate Development of an Automated Speed Enforcement (ASE) Program
Support Implementation of Groundwater Treatment Strategy
Stormwater Management Master Plan Update
Support York Region Sewage Works Project
Develop a Sanitary Environmental Compliance Approval (ECA) Program
Develop a Stormwater Environmental Compliance Approval (ECA) Program
Rehabilitate Mount Albert Storm Outfalls and Retaining Wall
Implement LED Streetlight Conversion Strategy
Implement Green Fleet Strategy
Blue Box Transition and New Long-Term Waste Collection Contract
Commence Construction for Downtown Mount Albert Revitalization – Phase 2
Commence Construction of Holland Landing Yonge Street Revitalization – Phase 2
Discussions with York Region have determined that a comprehensive and collaborative water quality study is required in order to examine chemistry and develop a detailed water model to optimize and reduce flushing in the Holland Landing, Queensville, and Sharon system.
Implement findings from Automated Water Meter Reading Study and pilot. Install 2-3 remote data collectors (data loggers) to support automated water meter readings.
Deploy new winter operations maintenance vehicles including supporting vehicle layout and design, equipment calibration, functional testing, and product familiarity upon delivery.
Expand access to the Winter Maintenance Dashboard to internal users to enable enhanced oversight and improve customer service.
Install remote monitoring equipment at Town sanitary pumping stations.
Partner with York Region to award and complete construction for a multi-use path and streetlighting from Morning Sideroad to Sherwood Glen/Dog Wood Boulevard.
Partner with bylaw services, legal services, and other municipal stakeholders to review options and recommend an ASE program.
Work with York Region to complete the design of the water treatment plant upgrades. These upgrades will remove excess iron and manganese from wells in the Sharon and Queensville communities when they are operational in approximately 2028.
Complete the Stormwater Management Master Plan refresh to chart the future development of stormwater systems and runoff management Town-wide, including drafting recommendations for a sustainable funding strategy upon review of industry best practices.
Partner with York Region and local municipalities to implement the York-Durham Sewage System (YDSS) expansion project to accommodate growth.
Implement change initiatives to meet new provincial Sanitary ECA regulatory requirements by the specified deadlines, and provide recommendations on future operating budget impacts.
Implement change initiatives to meet new provincial Stormwater ECA regulatory requirements by the specified deadlines, and provide recommendations on future operating budget impacts.
Prepare a detailed design and tender for the replacement of four storm outfalls and one span of retaining wall in Vivian Creek Park, informed by public consultation.
Rehabilitation of the Town’s steel streetlight infrastructure and conduct an illumination study.
Expand the Town’s procurement and roll out of electric vehicles (EV), tools, and off-road equipment, and explore opportunities to enhance EV charging infrastructure and related policies, in consideration of existing supply constraints.
Support the transition of the blue box program to a provincially-led recycling program through a cooperative collection contract across York Region’s Northern 6 municipalities and community promotion and education.
Begin infrastructure relocation and construction on Centre Street between Main Street and Mill Street, including portions of intersecting side streets of Main Street and Bank Street.
Construct a 1.5 km multi-use path (Lake to Lake Cycling Route and Walking Trail) on Yonge Street from Mount Albert Road to Doane Road, and initiate streetscaping, intersection improvements, road resurfacing, and associated landscaping.
site inves ga ons for by-law compliance
*All 2024 numbers have been es mated to year end for comparison purposes
Total Work Orders Tracked
Includes regular and emergency service requests by public and Council for opera ons work program
Winter Opera ons Events
Any ice/snow weather related event requiring deployment of services
Total Locate Requests
Locate requests for any property within the Town boundary for underground u li es/services
Annual Water Regulatory Samples
Lab samples and operator samplings for water and stormwater ponds
Waste Management - Residen al (Tonnes)
*All 2024 numbers have been es mated to year end for comparison purposes
Total residen al waste including green bin, recycling, yard waste and regular garbage
Waste Collec on Cost per Household
Average annual cost($) of waste collec on per household
Total Roads and Sidewalk KMs
Total kilometres the town is responsible for maintaining
Total Infrastructure KMs
Total watermains and sewers that are in service (Assumed/Unassumed)
BudgetSummary
TheEngineeringandPublicWorks2025operatingbudgetincludesexpendituresofapproximately$7.5millionor19%oftheTown'stotaloperatingexpenditures.
Thesalaryandbenefitbudgethasincreasedbyapproximately$220,000.ThisincludesannualizingtheCrossingGuardspilotprogramandintroducinganewpaystructureforCrossing Guards.Thebalanceisrelatedtojobreclassification,meritincreases,benefitcostadjustments,costoflivingandfull-timesalaryreviewadjustments.
Contractedservicesareincreasingbyapproximately$23,000primarilyduetotheincreasecostsfortheMosquitoControlprogram.Wastecollectionisincreasingbyapproximately$49,000 basedonthetermsoftheagreement.
Materialsandsupplieshaveincreasedbyapproximately$402,000whichisprimarilyrelatedtoarealignmentof$378,000fromthePublicWorkscategorytobetteralignwithactual expenditures.Thebalanceisrelatedtoincreasedwintermaintenancecostsbasedonthetermsoftheagreement.
Publicworkscostsareincreasingbyapproximately$23,000relatedtoassumedsubdivisionsandincreasedgrowthdemands.Othercostsinclude$11,000fornewmulti-usepathsand lighting,$10,000foranewsidewalknetwork,$3,000fornewsaltboxes,$5,000fornewuniforms/brandedclothing,and$2,000fortraining.
Thedepartmenthasidentified$36,000inutilitysavingsfromoldworksyardexpensewhichisnolongerrequired.
Revenuefromwastemanagementisexpectedtoincreasebyapproximately$27,000fromthesaleofwastetagsandgreenbins.
Overall,thenetbudgetisincreasingbyapproximately$305,000or4%.
EngineeringandPublicWorksdepartmentalsoincludestheDevelopmentEngineeringbranch,FillOperationsbranchandtheWaterandWastewaterbranch.Thebudgettablesinthis sectionexcludethebudgetforthesebranchesastheyarenottaxsupportedandareincludedseparatelyinthisreport.(seeTabs2&3)
TheParks,RecreationandCultureDepartmentensuresresidentshaveavarietyofhigh-qualityparks,recreationand culturalopportunitiesandexperiencescreatingconstructive,healthyandactivelifestyleforresidents.
TheParks,RecreationandCultureDepartmentiscomprisedofthreebranches:
•TheParksBranchmanagesnewparkdevelopments,thedesignofparks,trails,andopenspaces,andconstruction, maintenance,andoperations.Parksstaffalsoleadstreetscapeandpublicspaceurbandesignandconstruction.
•TheFacilitiesBranchleadsfacilitydesign,constructionmaintenance,andoperations.
•TheRecreationandCultureBranchleadsrecreationprogramming,specialevents,volunteerism,partnershipsand communityengagement,andfacilitypermitadministration.
Parks,RecreationandCultureissupportedby44.5full-timepositionsandapproximately200part-time,seasonal, andstudentpositions.
Parks,Recreationand Culture(2)
Parks, Recreation and Culture Core Programs and Services
Key Activities Description
Community Engagement and Events Management
Plan, organize, and deliver Town events to facilitate connection and engagement within the community.
Recreation and Culture Program Management
Efficient Management of Town Facilities and Customer Service
Ensure Safety and Accessibility of Town Facilities
Engaged EG Volunteer Program Management
FAIR (Fair Accessible Inclusive Recreation) EG Program Management
Preserve and Protect Trees and Natural Habitats
Maintain and Manage Parks and Trails
Deliver and enhance the Town’s recreation programs, events, camps, and drop-in programming, including the expansion of programming into the Health and Active Living Plaza, and deliver innovative placemaking strategies to facilitate community connection.
Operate and oversee Town facilities and permitting, including indoor halls, ice rentals, parks, fields, diamonds, courts, and other amenities, to provide spaces for people to gather at an affordable cost.
Ensure the safety, accessibility, and sustainability of municipal spaces, including establishing and maintaining fire safety plans and standard operating procedures, in accordance with regulatory requirements.
Deliver a volunteer program to residents of all ages to support involvement, engagement, and connection within the community, and encourage equitable and inclusive volunteerism.
Deliver subsidy programming to provide an opportunity for Fair, Accessible, and Inclusive Recreation (FAIR), supporting all residents in accessing recreation programs without the financial barrier.
Inspect, protect, and maintain trees, forestry, wildlife, and natural heritage across the community, and support related public education and tree planting initiatives.
Manage development related to parks and trails, including parks planning, operational maintenance, new developments and re-developments, and new and expanded park and trail amenities.
Parks, Recreation and Culture Projects and Strategic Initiatives
Key Activities Description
Develop and Implement Special Events Strategy
Implement Public Art Displays
Complete High Priority Park and Trails
Capital Construction
Foster and Implement Environmental Technology Enhancements in Facilities and Parks
Implement Tree Protection By-law
Active Transportation and Trails Master Plan Update
Parkland Acquisition
Lead Streetscape and Public Realm Vision for Downtown Revitalization Projects
Finalize Construction of Health and Active Living Plaza
Initiate Park Development Project for Health and Active Living Plaza
Initiate Events Street Development Project for Health and Active Living Plaza
Implement Recommendations from 2024 Space Needs Analysis
Develop and Implement Sponsorship and Donation Policy
Present and Implement Civic Precinct Concept Plans
Undertake Recruitment Activities for the Health and Active Living Plaza
Develop and implement an events strategy that is responsive to community needs, enables community engagement, and supports partnerships with community groups.
Implement recommendations from the Health and Active Living Master Plan to work with the Arts and Cultural Committee of Council to create policy that supports public art and implement public art displays (static and performance art) within the Town.
Complete high-profile trail and park projects within each community.
Incorporate industry-leading environmental technology within Town parks and facilities, including electric vehicle charging stations, rainwater harvesting features, etc.
Complete a public consultation, and enact and implement a Tree Protection By-Law to preserve and enhance the tree canopy.
Complete the Active Transportation and Trails Master Plan refresh with updated trails mapping, sign and safety standards, high priority routes identification, and financial analysis.
Identify options for parkland acquisition and trail development to support the future growth of the Town to provide passive and active recreational opportunities.
Lead the placemaking, streetscape, and public realm urban design and re-development projects in Mount Albert and Holland Landing village cores.
Manage and complete the Health and Active Living Plaza facility construction.
Implement the park development construction for the Health and Active Living Plaza including pre-qualification of general contractors, procurement/tendering, contract award, and construction.
Begin work with the events industry to initiate the design of an events street for the Health and Active Living Plaza.
Based on the results of the formal space needs analysis, implement changes to create efficient work environments and support high-quality service delivery.
Develop and implement a comprehensive sponsorship and donation policy and program to leverage revenue generating opportunities to decrease and offset operating costs.
Complete the Civic Centre Concept Plans including Parkland, Public Realm and Placemaking, Potential Mixed Use and Corporate Facilities/Civic Centre, and present them to the public and stakeholders (e.g., Sharon Temple) for feedback and input.
Manage staff resourcing, recruitment, and training to support operations and programming at the Health and Active Living Plaza, and engage in multi-year financial planning to ensure fiscal sustainability.
and
Facili es - Managed/Owned
*All 2024 numbers have been es mated to year end for comparison purposes
Total square footage of managed/owned facili es capital project implementa on annual expenditures
Capital Projects - Annual Expenditures
Capital project implementa on annual expenditures ($)
Insured Facili es Assets
Includes the insured value of recrea on and corporate facility assets ($)
Recrea on and Culture
*All 2024 numbers have been es mated to year end for comparison purposes
Registered Programs Offered
Number of registered programs including PA day camps, March break camps, and summer camps being offered
Special Events Held
Cultural and seasonal events and celebra ons, park openings, summer concert series, farmers market
Permit Hours & Permit Transac ons Ac ve Net Accounts
Budget Summary
The Parks, Recreation and Culture 2025 operating budget includes expenditures of approximately $10.1 million, or 26% of the Town's total operating expenditures.
The budget for this department reflects the costs required to open and operate the new Health and Active Living Plaza (HALP) for a partial year in 2025. Operating expenditures for the HALP have increased by $1.6 million in 2025. Of this, approximately $355,000 is related to annualizing staffing requirements approved in prior years, $370,000 is required for new full-time staffing including a Community Engagement and Booking Coordinator, Facilities Lead Hand, and Community Engagement and Permitting Supervisor. Costs for part-time staff is approximately $409,000. Other significant costs for the HALP include: $255,000 for utilities, $59,000 for property and building maintenance, $51,000 for materials and supplies, $48,000 for program instructors, and $17,000 for staff training.
Revenue from the HALP is estimated at $1.1 million in 2025, primarily from user fees from aquatics, drop-in programs and memberships. The net budget for the HALP is funded from previous dedicated contributions to reserve and do not create any further tax levy pressures.
After accounting for the HALP, the remaining salaries and benefit increase of approximately $412,000 is related to the outcomes of the part-time salary review that was completed in 2024, cost of living and full-time salary review adjustments. Other costs for this department include $50,000 for recreation program instructors, $48,000 for additional cleaning at facilities, and $25,000 related to increased costs for community events. The department has identified $121,000 in savings as a result of ending the lease at 19003 Leslie St. in 2024. Revenue is expected to increase by approximately $370,000. This is related to updated revenue projections for recreation based on program trends and increased rental projections at Town facilities.
Contribution to reserve is increasing by $216,000 to continue with an additional year of the dedicated contributions for the HALP.
The net budget is decreasing by approximately $79,000 or 1%.
EastGwillimburyFireandEmergencyService(EGFES)isanall-hazardsemergencyresponseorganization.EGFESprovidesitsresidents,visitors,and businesseswithprotectionagainstlossoflife,property,andtheenvironmentfromtheeffectsoffire,illness,accidents,andallotherhazardsthrough preparedness,prevention,publiceducation,andemergencyresponse,withanemphasisonqualityservices,efficiency,effectiveness,and safety.EGFESprovidestheseservicesthroughitsfivebranches:
•TheAdministrationBranchisresponsibleformanagingallbranchesandoverseeinganddirectingday-todayoperationsincludingthecurrentand long-rangestrategicplanning,businessservices,capitalandoperatingbudgets,labourrelations,employeewellness,contractedservice management,policydevelopment,procurement,performancemanagement,andrecruitment.
•TheEmergencyManagementBranchmanagestheTown'sCommunityEmergencyManagementprogramandisresponsibleforensuringtheTown ispreparedtorespondtoandrecoverfromemergencies.Thisincludesprovidingtraining,developingplans,andoverseeingtheEmergency OperationsCentre.
•TheOperationsBranchprovidesanall-hazardresponsetomitigateemergenciesincludingfires,hazardousmaterialsincidents,medical emergencies,andtechnicalrescuessuchasconfinedspacerescue,iceandwaterrescue,andautomobileextrication.Operationsstaffsupportthe FirePreventionandPublicEducationandProfessionalStandardsbranchesinconductingavarietyofactivities.
•TheFirePreventionandPublicEducationBranchincludesFireInspectorsandFirePreventionOfficerswhoinspectallbuildingtypestoensure compliancewiththeFireCodebyreviewingsiteplans,plansofsubdivision,andbuildingplanstoensurecompliancewiththeOntarioBuilding Codeforlifesafetysystems.Theyalsoconductfireinvestigationstodeterminetheorigin,cause,andcircumstanceoffires.PublicEducatorscreate firesafetyeducationprogramsandteachfiresafetylessonstoallmembersofthecommunity.Thisteamstrivestoeducateindividuals,groups, classes,workers,andstakeholdersonthebenefitsandrequirementsoffiresafetyandfirecodeenforcementathome,work,school,andplay.
•TheProfessionalStandardsBranchisresponsiblefordeveloping,implementing,anddeliveringstafftrainingtomeetlegislatedrequirementsand industrybestpractices.Theteamdeliversexceptionalservicetothecommunitybydeliveringdiverseprogramming,includingrecruittraining, officerdevelopment,fireoperations,andtechnicalrescue.
FireandEmergencyServicesisacompositedepartmentsupportedby33full-timepositions,andarosterof±60paid-on-callfirefighters.
Key Activities
Fire Prevention, Plans
Review, and Inspections
Public Fire Education Program
Community Emergency Management
Firefighter Training and Certification
Emergency Response
Operations
Fleet and Equipment
Replacement and Standardization Program
Fire and Emergency Services Core Programs
Description
and Services
Complete inspections, building plan reviews, and enforcement of fire safety standards to meet legislated compliance, and deliver the Smoke and Carbon Monoxide Alarm Program, including engaging with residents to ensure adequate level of protection in their homes and reinforcing key safety messaging for testing and maintaining alarms.
Deliver comprehensive public fire and life safety education programs to reduce the risk of fire and protect the lives and property of residents in our community.
Administer the Emergency Management Program to mitigate the impacts of community emergencies (such as severe weather events, utility interruptions, and public health emergencies), maintain the emergency operations centre, support staff training and exercises, and deliver specialized preparedness programs.
Deliver firefighter training and education to ensure that National Fire Protection Association Standards and Ontario Firefighter Certification requirements are met and maintained.
Deliver an all-hazards fire and emergency response program to mitigate emergencies including fires, hazardous materials incidents, medical emergencies, technical rescues, motor vehicle collisions and extrications, and support staff in the Fire Prevention, Public Education, and Professional Standards divisions.
Procure, maintain, and standardize fire apparatus to ensure compliance with National Fire Protection Association Standards and reduce costs, training, and maintenance activities.
Fire and Emergency Services Projects and Strategic Initiatives
Key Activities Description
Explore Partnership Opportunities with Neighbouring Fire Services
Launch Fire Safety Assessment Program
Improve Emergency Communications, Training, and Management
Develop 2025-2035 Master Fire Plan
Reduce the Environmental Impact of Fire and Emergency Services
Enhance Firefighter Training and Certification Program
Update Fire and Emergency Services Policies and Procedures
Modernize Fire Facilities
Explore operational opportunities to collaborate with surrounding Fire Service Departments, including expand the fleet management partnership with Georgina Fire and Rescue Services and overseeing automatic-aid agreements between municipalities.
Leverage Operations staff to deliver a new program to proactively inspect commercial and multiunit residential properties.
Define opportunities and requirements for service improvement and reducing paper-based forms, including establishing new notification and emergency incident deployment systems, and learning management and records management solutions.
Develop a 10-year Master Fire Plan to guide operational improvements and enhance how the service is provided throughout the EG community.
Implement a fleet management program to ensure support vehicles are correctly sized to reduce fuel consumption, with consideration to electric vehicle implementation where applicable. Improve fire operations to reduce the environmental impact of fires and hazardous material incidents.
Implement an in-house, National Fire Protection Association Standards compliant firefighter training and education program.
Update and modernize select internal administrative and operational policies and procedures to meet legislated requirements, standards, and industry best practices.
Develop and implement a facility modernization strategy that rehabilitates existing spaces in fire stations to accommodate growth and create a healthy workplace that supports a diverse and inclusive workforce.
Develop and Implement Multi-Year Recruitment and Retention Plan
Support Collective Bargaining Process
Develop and implement a multi-year recruitment and retention program to attract and recruit high-quality candidates to deliver essential services for the community. This includes recruitment of full-time firefighters to meet the service level expectations of the community, mitigate the risks identified in the Community Risk Assessment, and meet the growth-related needs of the Town.
Support negotiations to develop and execute a new collective agreement.
*All 2024 numbers have been es mated to year end for comparison purposes
Fire Inspec ons
Fire inspec ons completed including accessory apartments, firebreak lots, request and complaint inspec ons, etc.
Plans Review
Number of plan submissions (including site plan, subdivision, official plan, building permit) reviewed by Fire Preven on staff
Fire Safety Plans
Number of Safety Plans (emergency procedures for all occupancy types) reviewed by Fire Preven on
*All 2024 numbers have been es mated to year end for comparison purposes
Public Educa on Ac vi es (Events/Demonstra ons)
Number of public educa on events hosted by staff; including social media campaigns, in person events, demonstra ons by staff
Homes Visits in the Smoke Alarm/CO Program
Number of homes a ended for smoke alarm program
Number of people reached by ECSS engagement ac vi es; including inperson events, social media (views included only) campaigns
Number of cumula ve training hours completed by staff
Professional Standards and Opera ons
*All 2024 numbers have been es mated to year end for comparison purposes
Average response me (90th Percen le) for first arriving apparatus for emergency incidents (mins)
Incident Responses
number of emergency incidents
Budget Summary
The Fire and Emergency Services 2025 operating budget includes expenditures of approximately $6.7 million or 17% of the Town's total operating expenditures.
The salary and benefits budget has increased by approximately $718,000. This includes approximately $570,000 to hire 4 new full-time firefighters. The balance is related to job reclassification for non-union staff, step increases, and the interim collective agreement cost increases. It also includes a cost of living increase and full-time salary review adjustments for non union staff.
Utilities are increasing by approximately $26,000 due to historical actual costs. Other Agencies/Municipalities have increased by approximately $22,000 related to a new medical advisor and increased costs for service agreement with Richmond Hill dispatch.
Software licences are increasing by approximately $13,000 due to increased requirements and new software for emergency management. Training and professional development has increased by $10,000 to provide legislated mandatory training internally. Equipment and building repair and maintenance is increasing by approximately $20,000 due to increased costs for supplies and services.
Revenue from fire safety inspections is increasing by $15,000 to align with historical actuals.
The net budget is increasing by approximately $794,000 or 14%.
East Gwillimbury Public Library
East Gwillimbury Public Library (EGPL) is centered around literacy, inclusion, connection, curiosity, and sustainability, core values that form the foundation of its commitment to serving the community's diverse needs. EGPL’s focus is on fostering a learning environment and collection that promotes literacy in all its forms, provides equitable access to resources, and supports a healthy and active community through an array of library services. Everyone belongs at the library, so a key priority is ensuring that residents of all ages feel welcomed, respected, and included in its spaces. A library membership is free and provides residents of East Gwillimbury with access to resources and services that support lifelong learning, cultural enrichment, and knowledge exploration. The diverse programming reflects the needs of the community and motivates residents to stay curious and connect through shared passions. The Library is an identified Municipal Cultural Resource that plays a key role in engaging residents of all ages and preserving the Town’s culture. The East Gwillimbury Public Library operates under the management and control of the Library Board in accordance with the Public Libraries Act. The Town of East Gwillimbury provides annual funding and Council Liaisons to the Library Board.
The Library is supported by 21 full Library is supported by 17 full time positions.
East Gwillimbury Public Library
Key Performance Indicators
Key Performance Indicators
Key Performance Indicators
Key Performance Indicators
BudgetSummary
TheEastGwillimburyPublicLibrary2025operatingbudgetincludesexpendituresofapproximately$2.9millionor8%oftheTown'stotaloperating expenditures.
Thetotalsalariesandbenefitsbudgethasincreasedbyapproximately$583,000.Ofthis,$440,000isrelatedtoannualizingstaffingand$16,000isrelated tonewpart-timerequirementsattheHALP.Approximately$42,000isrelatedtoadditionalhoursforpart-timestaffand$21,000isrelatedtojob reclassificationsandmeritincreases.Theremainderisrelatedtobenefitcostincreases,andcostoflivingadjustments.
TheotheroperatingcoststoopenandoperatethenewlibrarybranchattheHALPareapproximately$73,000.Maincostdriversofthisinclude$40,000in renttotheTown,$18,000inmaterialsandsupplies,$4,000inspecializedsoftware,$2,800incourierandmailprocessing,$2,800forofficeequipment andfurniture,and$2,800fortrainingandprograminstructors.ThenetbudgetfortheHALPbranchisfundedfrompreviousdedicatedcontributionsto reserveanddonotcreateanyfurthertaxlevypressures.
OthercostsfortheLibraryincludeapproximately$6,000inmaterialsandsuppliesrelatedtoelectronicsubscriptions,e-collectioncostsandannualcosts forthelibraryofthingsitems(parkpasses,hotspots).$4,800inrent,$4,500incontingencyisrelatedtothematernityandparentalleavetop-upprogram and$3,200isrelatedtocorporateapparel.Theremainderisrelatedtoincreasedcostsforprograminstructor,eventsandmailprocessing.
Revenuefromlibraryprogramming,printingandotherservicesattheHALPisestimatedat$2,800.
Thenetbudgetforthisdepartmentisincreasingbyapproximately$61,000or3%
TheDevelopmentandFeeSupportedbudgetrequiresnosupportfrompropertytaxrevenue.TheTownhas approvedfeesandchargesthatareintendedtoprovidefullcostrecoveryfortheservicesprovidedundereachof theindividualbudgets.Anysurplusordeficitgeneratedintheseareasaremanagedthroughcontributionsordraws fromreserves.
Thedevelopmentandfeesupportedbudgetiscomprisedoffiveindividualbranches.ThePlanningandBuilding branchesresidewithintheDevelopmentServicesDepartment.TheDevelopmentEngineeringandFillOperation branchesresidewithintheEngineeringandPublicWorksDepartment.TheParkDevelopmentBranchresideswithin theParks,RecreationandCultureDepartment.
ChiefAdministrative Officer
BudgetSummary
TheDevelopmentandFeeSupported2025operatingbudgetincludesexpendituresofapproximately$5.6millionandarefullysupportedbyfeesratherthanpropertytaxes.Afullcost recovery,userpaysystemhasbeenestablishedforeachoftheseareas.Thenetbudgetiszeroforeachbranch,asanysurplus/deficitismanagedthroughcontributionstoordrawsfrom reserve.Thereserveisestablishedtomanagetheebbandflowofactivityandensurethattheprogramisself-sustaininginayearoflowactivity.
Salariesandbenefitshaveincreasedbyapproximately$455,000.Approximately$60,000isrelatedtothenewPrivacyandInformationCoordinatorinLegalandLegislativeServiceswhich ispartiallyfundedfromBuildingduetothehighvolumeofbuildingrelatedFreedomofInformationrequests.Additionally,$35,000isrelatedtojobreclassificationinPlanning.Costsfor step,benefitincreases,costoflivingandfull-timesalaryreviewadjustmentsareapproximately$281,000.Lastly,$80,000insalarygappinghasbeenremovedbasedonstaffprogression throughthesalaryband.
Membershipcostsandtrainingforprofessionaldesignationsareincreasingby$7,000,specializedsoftwareisincreasingby$3,000,anduniformsby$3,000.
Areductionof$5,000hasbeenidentifiedinOtherAgencies/MunicipalitiesrelatedtotheRegionofYorkpartnershipthatisnolongerrequired.$4,400fromcommunications,equipment andmaterialshavebeenidentifiedtooffsetcostincreasesnotedabove.Indirectcorporatecostshavebeenreducedbyapproximately$62,000toensurethattheappropriatesupport costsareallocatedtothefeesupportedareasandcapitalprojects.
Revenuesineachareahavebeenadjustedbasedonestimatedlevelsofactivityin2025.DevelopmentrevenuefromPlanningisexpectedtoincreasein2025by$175,000whileBuilding isexpectedtodecreaseby$211,000.$40,000inrevenueincreasesareexpectedfromsalesanduserfeesbasedonhistoricaltrendsandcurrentvolumes.Netrevenueisdecreasingby $5,500.
Akeycomponentintheseindividualbudgetsisthetransfers.Contributionstoreservesareanindicationthattherevenuesgeneratedexceedexpenditures.Drawsfromreservesindicate thatthebudgetedrevenuesaren'tsufficienttosupporttheanticipatedexpenditureswithintheyear.Itisimportanttorecognizethatthereserveisestablishedtomanagethetimingof revenueswiththeactivity.
TheWaterandWastewaterbusinessunitisabranchwithintheOperationsDivisionoftheEngineeringandPublic WorksDepartment.Thisbusinessunitisuniquefromtherestofthedepartmentasitsoperationsarefundedthrough thewaterandwastewaterratesratherthanthroughthetaxlevy.TheWaterandWastewaterbusinessunitprovides forthemaintenanceoftheTown’swaterdistributionandwastewatercollectionsystemsinaccordancewiththe MinistryoftheEnvironment,ConservationandParksregulations.Drinkingwaterqualityisoftheutmostimportance andasignificanteffortisdirectedtowardsmaintainingcomplianceandprovidingservicesinthishighlyregulatedarea.
TheWaterandWastewaterbusinessunitissupportedby14full-timepositions.
BudgetSummary
TheWaterandWastewaterexpenditurebudgetincludesexpendituresofapproximately$13million.
Themaindriverofcostincreasesfor2025istheRegionalcostsforwatersupplyandwastewatertreatment.This accountsforapproximately$825,000ofthetotal$1,336,000expenditureincreasefor2025.Theincreaseisduetoa rateincreasefromtheRegionforwatersupplyandwastewatertreatment,andaforecastedincreaseinsupplyand treatmentvolumes.
Salariesandbenefitshaveincreasedbyapproximately$377,000duetotheadditionofanewwaterqualityanalyst positionandpartialfundingofanewassetmanagementleadposition.Approximately$91,000isrelatedtocostof livingandfull-timesalaryreviewadjustments.Approximately$5,000oftheincreaseisrelatedtotheimpactofthepart timesalaryreview.Italsoincludesbenefitcostincreasesandmeritincreasesforstaff.Materialsandsupplieshas increasedbyapproximately$8,000duetoincreasedfuelcostsaswellasandtherisingcostsrelatingtohydrantsand autoflushingsupplies.Softwarelicensingcostshaveincreasedbyapproximately$15,000toreflectthecostofthedata loggerforautomatedmeterreadings.Indirectcorporatecostshavebeenreviewedandincreasedtoensurethat supportcostsareequitablychargedbetweenthetaxsupported,feesupportedandratesupportedareasoftheTown.
Userfeerevenueisprojectedtoincreasebyapproximately$1,400,000.Approximately$750,000ofthisincreaseisdue toprojectedincreasedwaterandwastewatervolumes.Approximately$130,000oftheincreaseisrelatedtothefinal phaseinamountofthefixedwaterrateforlargemeteraccounts.Theremainingincreaseinrevenueofapproximately $520,000isrelatedtoanincreaseintheTown'swaterandwastewaterrates.Thecontributionstoreserveshave increasedbyapproximately$157,000toalignclosertothetargetedreservecontributionintheCouncilapproved2020 WaterandWastewaterRateStudy.
The variable water and wastewater rates are increasing for 2025. This increase is in line with inflation and brings the rates in line with the 2025 variable rates in the Council approved 2020 Water and Wastewater Rate Study. The rates are shown in the table below.
Service
Usage(Variable)
<35m3permonth
Usage(Variable) >35m3permonth
Residential
Usage(Variable) >35m3permonth
Non-Residential
The fixed rate is increasing by $1 per service per month. A review of the fixed water and wastewater rate structure was undertaken in 2022. To align with best practices, a charge based on water meter size was recommended. The rate structure is based on a scale developed by the American Water Works Association (AWWA). The rate structure is being phased in over a three year period. The following table outlines the 2025 fixed rate structure, which is the final phase of the new rate structure implementation.
MeterSize
2025FixedCharge perservice(monthly)
TOWNOFEASTGWILLIMBURY
CapitalProjects
Project Department VersionYear
CS-25-001 Network Infrastructure Replacement
Corporate Services
Approved Budget 2025 Description
Project Description
The Network Infrastructure Replacement program will replace existing Town Wi-Fi access points, routers, and switches which are no longer supported by the manufacturer. The replacement cycle is every 8 years for network components. Currently, the Town's two Cisco ASA firewalls, and 6 layer 3 network switches will be end of life at the end of 2025 and must be replaced to ensure they stay reliable and secure.
Project Justification
By replacing infrastructure on a rotational basis the equipment will be reliable, secure, and costs will be spread evenly over the length of the program.
TOWNOFEASTGWILLIMBURY
Estimated Completion Year 2025
Estimated Completion Month September
Project Type Annual Program
Strategic Plan Link Quality Programs & Services
Approval Status Approved
Reserve Funding Source Information Technology
Operating Cost Increase No
Internal PM Cost No
TOWNOFEASTGWILLIMBURY
CapitalProjects
Project Department VersionYear
CS-25-002 Audio Video Automation Upgrades
Corporate Services
Approved Budget 2025
Description
Project Description
Council Chambers Automation Upgrade
Upgrade Council Chambers audio/video automation equipment to ensure that Council meetings have secure and reliable equipment for presentations and live streaming.
Project Justification
Due to the age of the equipment that is the backbone for the Council Meeting live streaming and in-house presentations, the RTI video matrix and associated components should be changed to ensure the Council meetings have reliable, secure, and redundant equipment.
TOWNOFEASTGWILLIMBURY
Expected Start Month March
Estimated Completion Year 2025
Estimated Completion Month September
Project Type Annual Program
Strategic Plan Link Quality Programs & Services
Approval Status Approved
Reserve Funding Source Information Technology
Operating Cost Increase No
Internal PM Cost No
TOWNOFEASTGWILLIMBURY
CapitalProjects
Project Department VersionYear
CS-25-003 Annual Hardware Replacement Program
Corporate Services
Approved Budget 2025 Description
Project Description
To replace computer hardware that is over 4 years old including laptops, monitors, printers, and all related peripherals. This replacement plan also includes all computers that do not support Windows 11, as Windows 10 is end of support on October 2025.
Project Justification
The replacement of aging hardware is to ensure the Town has modern, reliable, and secure computer hardware technology.
TOWNOFEASTGWILLIMBURY
Completion Month December
Project Type Annual Program
Strategic Plan Link Quality Programs & Services
Approval Status Approved
Reserve Funding Source Information Technology
Operating Cost Increase No
Internal PM Cost No
TOWNOFEASTGWILLIMBURY
Project Department VersionYear
CS-25-004 Annual Security Audit and Cyber Breach Support
Corporate Services
Approved Budget 2025
Description
Project Description
To provide proactive security assessment by a 3rd party security consultant including penetration test on the Town's firewall, and applying regular security patches on key network infrastructure.
Project Justification
By performing proactive security assessments, regular security patches, and penetration tests, the risk of data breaches are greatly reduced. By completing these annual processes, the IT Branch can ensure that the Town has properly addressed risk mitigation and has followed a compliance framework regarding frequent security updates.
TOWNOFEASTGWILLIMBURY
Expected Start Month February
Estimated Completion Year 2025
Estimated Completion Month May
Project Type Annual Program
Strategic Plan Link Quality Programs & Services
Approval Status Approved
Reserve Funding Source Information Technology
Operating Cost Increase No
Internal PM Cost No
TOWNOFEASTGWILLIMBURY
CapitalProjects
Project Department VersionYear
CS-25-005 Municipal Modernization Program
Corporate Services
Approved Budget 2025 Description
Project Description
The Municipal service modernization program is a comprehensive, multi-year business initiative aimed at fostering ongoing enhancements in service delivery throughout the organization.
Project Justification
This expansive program is not merely about upgrading existing infrastructure but is fundamentally focused on transforming the way municipal services are conceived, executed, and experienced by residents and businesses alike. The 2024 Service Delivery Review exercise will identify the priority initiatives for 2025.
TOWNOFEASTGWILLIMBURY
Year Proposed 2025
Expected Start Month January
Estimated Completion Year 2025
Estimated Completion Month December
Project Type Service Level increase / change
Strategic Plan Link Quality Programs & Services
Approval Status Approved
Reserve Funding Source Information Technology
Operating Cost Increase No
Internal PM Cost No
TOWNOFEASTGWILLIMBURY
CapitalProjects
CS-25-006 Server Replacement
Project Department VersionYear
Corporate Services
Approved Budget 2025 Description
Project Description
Replace two old end of life servers with one new larger one ensuring that the Town has reliable, secure, and efficient server infrastructure.
Project Justification
By replacing multiple physical servers with fewer, more powerful ones, there is a benefit of cost savings, efficiency gains, scalability advantages, and reduces the overall hardware footprint.
TOWNOFEASTGWILLIMBURY
Expected Start Month March
Estimated Completion Year 2025
Estimated Completion Month August
Project Type Repair and Replacement
Strategic Plan Link Quality Programs & Services
Approval Status Approved
Reserve Funding Source Information Technology
Operating Cost Increase No
Internal PM Cost No
TOWNOFEASTGWILLIMBURY
CapitalProjects
CS-25-007 2025 New Staffing Hardware
Project Department VersionYear
Corporate Services
Approved Budget 2025 Description
Project Description
Request for hardware and workstation setup for new staff.
Project Justification
New staff positions will require additional hardware and workstations setup. These positions are included in the 2025 proposed budget.
Project
TOWNOFEASTGWILLIMBURY
Year Proposed 2025
Expected Start Month January
Estimated Completion Year 2025
Estimated Completion Month December
Project Type Growth
Strategic Plan Link Culture of Municipal Excellence
Approval Status Approved
Reserve Funding Source Information Technology
Operating Cost Increase No
Internal PM Cost No
Project
TOWNOFEASTGWILLIMBURY
Project Description
This project will modernize the current financial system by updating or replacing the Town’s existing financial software package and associated financial processes for both tax and utility billing as well as general financial management.
Project Justification
The Town’s current financial system was acquired in 2006. The Town wishes to continue modernizing its operations, including financial systems that impact residents and staff. Staff engaged a consultant to review the Town’s financial systems from a people, process and technology viewpoint, and recommend a course of action to implement improvements to processes and the systems. The review identified concerns with the functionality of the current systems and outlined the potential for cost and time savings by implementing a new system and updating processes. A new system will also allow the Town to make improvements to enhance the customer’s online experience for things such as e-billing and bill payments. Process updates commenced in 2023 and continued into 2024 to prepare for the selection and implementation of a new system.
TOWNOFEASTGWILLIMBURY
Attributes Year Proposed 2025
Expected Start Month January
Estimated Completion Year 2026
Estimated Completion Month December
Project Type Repair and Replacement
Strategic Plan Link Quality Programs & Services
Approval Status Approved
Reserve Funding Source Information Technology, Water Infrastructure, Sewer Infrastructure, Grant
Operating Cost Increase Yes
Internal PM Cost Yes
TOWNOFEASTGWILLIMBURY
FN-25-002 Water Financial Plan
Finance
Project Department VersionYear
Approved Budget 2025 Description
Project Description
A provision for consulting resources required to complete a Water Financial Plan.
Project Justification
In accordance with the Safe Drinking Water Act, a financial plan must be completed every five years in conjunction with renewal of the Town's water system license. The last financial plan was completed in 2020, and therefore requires an update in 2025.
TOWNOFEASTGWILLIMBURY
TOWNOFEASTGWILLIMBURY
CapitalProjects
LI-25-001 Network Equipment Replacement
Library
Project Department VersionYear
Approved Budget 2025 Description
Project Description
Scheduled replacement of network equipment upgrades that include the Library's firewall and network switches. Cyber security is critical and essential for the operation of the library.
Project Justification
The Library is seeking to replace several devices that have reached their expected end of life, including network switches and the Library’s Firewall. These devices ensure stability in our network connections and bringing them to a modern standard will ensure they can also be supported by the Town of East Gwillimbury’s network consultants. Not completing these replacements, particularly for our Firewall, could mean potential lengthy and expensive outages if new devices need to be sourced on an emergency basis. Additionally, configuring new devices will be easier with existing hardware still in working order.
TOWNOFEASTGWILLIMBURY
Organization
Department Library
Branch Library Administration
Attributes
Year Proposed 2025
Expected Start Month January
Estimated Completion Year 2025
Estimated Completion Month December
Project Type Repair and Replacement
Strategic Plan Link Quality Programs & Services
Approval Status Approved
Reserve Funding Source Library
Operating Cost Increase No
Internal PM Cost No
TOWNOFEASTGWILLIMBURY
CapitalProjects
Project Department VersionYear
LI-25-002 IT Replacement (Staff and Public)
Library
Approved Budget 2025
Description
Project Description
Scheduled replacement of end of life staff and public IT Equipment at our Holland Landing and Mount Albert locations.
Project Justification
The library replaces older hardware according to its IT Inventory Replacement schedule. This replacement schedule covers staff laptops and some Hot Spots for both public and staff. The need for Hot Spots is expanding in Mount Albert with some residents without reliable internet.
Project
TOWNOFEASTGWILLIMBURY
(Staff
Year Proposed 2025
Expected Start Month January
Estimated Completion Year 2025
Estimated Completion Month December
Project Type Repair and Replacement
Strategic Plan Link Quality Programs & Services
Approval Status Approved
Reserve Funding Source Library
Operating Cost Increase No
Internal PM Cost No
TOWNOFEASTGWILLIMBURY
CapitalProjects
Project Department VersionYear LI-25-003 Library Material Capital Replacement
Library
Approved Budget 2025 Description
Project Description
The materials budget is used to replace older collections materials and to ensure that the total inventory is current and available to the community. The 2025 library materials proposed budget amounts to $120,000 to maintain the Library's current collection.
Project Justification
The materials budget is used to replace older collection materials and to ensure that the total inventory is current and available to the community. The increase to the budget factors in rising vendor costs, population increase and the fact that the Library continues to see an increase in the circulation of materials. We are seeing high interest in borrowing, resulting in highest hold rations and more wear and tear on the collection.
Project
TOWNOFEASTGWILLIMBURY
Attribute Value
Organization
Department Library
Branch Library Administration
Attributes
Year Proposed 2025
Expected Start Month January
Estimated Completion Year 2025
Estimated Completion Month December
Project Type Annual Program
Strategic Plan Link Quality Programs & Services
Approval Status Approved
Reserve Funding Source Library
Operating Cost Increase No
Internal PM Cost No
Comment
TOWNOFEASTGWILLIMBURY
CapitalProjects
LI-25-004 Library Materials - Growth
Project Department VersionYear
Library
Approved Budget 2025
Description
Project Description
$5000.00 proposed for Library Materials related to growth at the Holland Landing and Mount Albert locations. This fund allows the library to purchase additional digital resources to meet the need of our expanding community and provide excellence in service delivery.
Project Justification
This budget is used to purchase additional library materials to keep up with growth related demand for library resources.
Library material use increasing due to population growth with the highest demand on digital resources.
Project
TOWNOFEASTGWILLIMBURY
Attribute Value
Organization
Department Library
Branch Library Administration
Attributes
Year Proposed 2025
Expected Start Month January
Estimated Completion Year 2025
Estimated Completion Month December
Project Type Growth
Strategic Plan Link Responsible Growth & Env. Protection
Approval Status Approved
Reserve Funding Source Library DC
Operating Cost Increase No
Internal PM Cost No
Comment
TOWNOFEASTGWILLIMBURY
CapitalProjects
Project Department VersionYear
LI-25-005 Branch Maintenance - Mount Albert Meeting Room Improvement
Library
Approved Budget 2025 Description
Project Description
Branch Maintenance - Select items to ensure that library spaces remain accessible to the public, it is our objective to install noise canceling panels to create a meeting space that meets the needs of the community for business, study or leisure.
Project Justification
The library installed meeting rooms in at the Mount Albert branch in 2022. The rooms received high traffic bookings. The rooms are not closed at the top and therefore have issues with noise and privacy. The library is wanting to install noise canceling panels providing improved customer service and accessible spaces.
The Mount Albert Library provides much needed meeting space in the community. Our goal is to support entrepreneurs and small business with spaces to host virtual meetings. These rooms will benefit from a closed space to ensure privacy and reduce noise in the library.
Project
TOWNOFEASTGWILLIMBURY
Year Proposed 2025
Expected Start Month January
Estimated Completion Year 2025
Estimated Completion Month March
Project Type Repair and Replacement
Strategic Plan Link Quality Programs & Services
Approval Status Approved
Reserve Funding Source Library
Operating Cost Increase No
Internal PM Cost No
TOWNOFEASTGWILLIMBURY
CapitalProjects
FS-25-001 Pagers Replacement
Project Department VersionYear
Fire and Emergency Services
Approved Budget 2025
Description
Project Description
Upgrade to a digital paid on call notification system which includes real time availability and deployment information and analytics. Replaces traditional analog pagers.
Project Justification
Replacement based on established useful life cycle. Warranty and operating system expire and become obsolete.
TOWNOFEASTGWILLIMBURY
TOWNOFEASTGWILLIMBURY
CapitalProjects
Project Department VersionYear
FS-25-002 Thermal Imaging Camera Replacement
Fire and Emergency Services
Approved Budget 2025 Description
Project Description
Replacement of thermal imaging camera.
Project Justification
Replacement based on establish useful life cycle.
TOWNOFEASTGWILLIMBURY
Completion Year 2025
Estimated Completion Month June
Project Type Repair and Replacement
Strategic Plan Link Quality Programs & Services
Approval Status Approved
Reserve Funding Source Vehicle & Equip - Tax
Operating Cost Increase No
Internal PM Cost No
TOWNOFEASTGWILLIMBURY
CapitalProjects
Project Department VersionYear
FS-25-003 Medical Equipment Replacement
Fire and Emergency Services
Approved Budget 2025 Description
Project Description
Medical training equipment to be replaced. Bags contain specialized trauma medical equipment, oxygen equipment and other medical rescue equipment.
Project Justification
Replaced based on established useful life cycle.
TOWNOFEASTGWILLIMBURY
Completion Year 2025
Estimated Completion Month November
Project Type Repair and Replacement
Strategic Plan Link Quality Programs & Services
Approval Status Approved
Reserve Funding Source Vehicle & Equip - Tax
Operating Cost Increase No
Internal PM Cost No
TOWNOFEASTGWILLIMBURY
CapitalProjects
Project Department VersionYear
FS-25-004 Furniture and Station Appliances Replacement
Fire and Emergency Services
Approved Budget 2025 Description
Project Description
Replacement of office furniture, equipment, and appliances across the stations.
Project Justification
Furniture and appliances replaced based on the calculated useful life cycle and wear and tear.
TOWNOFEASTGWILLIMBURY
Expected Start Month February Estimated Completion Year 2025
Estimated Completion Month December
Project Type Repair and Replacement
Strategic Plan Link Quality Programs & Services
Approval Status Approved
Reserve Funding Source Vehicle & Equip - Tax
Operating Cost Increase No
Internal PM Cost No
TOWNOFEASTGWILLIMBURY
CapitalProjects
FS-25-005 2025 Personal Protective Gear
Fire and Emergency Services
Project Department VersionYear
Approved Budget 2025
Description
Project Description
Replacement based on useful life cycle of personal protective gear such as; helmet, boots, gloves, SCBA face piece, bunker gear.
Project Justification
Legislative requirements mandate the replacement of fire fighting PPE (helmets, bunker gear) every 10 years as per NFPA standards.
TOWNOFEASTGWILLIMBURY
Expected Start Month January
Estimated Completion Year 2025
Estimated Completion Month October
Project Type Repair and Replacement
Strategic Plan Link Quality Programs & Services
Approval Status Approved
Reserve Funding Source Vehicle & Equip - Tax
Operating Cost Increase No
Internal PM Cost No
TOWNOFEASTGWILLIMBURY
CapitalProjects
Project Department VersionYear
FS-25-006 Holland Landing Fire Station Renovations
Fire and Emergency Services
Approved Budget 2025
Description
Project Description
Holland Landing Fire Station 2-4 will be renovated to accommodate full-time fire suppression operations. The interior renovations will include the construction of AODA-compliant washroom facilities, barrier-free access, additional office space, and the construction of living and dorm to operationalize the fire station into a 24/7 facility.
Project Justification
Holland Landing Fire Station 2-4 was constructed in 2002 and was not designed to operate as a full-time (24/7) operational fire station that meets the needs of a modern and diverse workforce. The station requires a Self Contained Breathing Apparatus filling station, better HVAC system, new generator, as well as energy efficient lighting.
Project
TOWNOFEASTGWILLIMBURY
Year Proposed 2025
Expected Start Month January
Estimated Completion Year 2026
Estimated Completion Month December
Project Type Service Level increase / change
Strategic Plan Link Quality Programs & Services
Approval Status Approved
Reserve Funding Source Facilities
Operating Cost Increase No
Internal PM Cost No
TOWNOFEASTGWILLIMBURY
CapitalProjects
Project Department VersionYear
FS-25-007 Defibrillators Replacement (All trucks)
Fire and Emergency Services
Approved Budget 2025
Description
Project Description
Replacement of defibrillators on fire apparatus, total of 6.
Project Justification
Original purchase in 2014. Equipment expires and requires replacement, newer products have more advanced features for data retrieval.
TOWNOFEASTGWILLIMBURY
Proposed
Expected Start Month January Estimated Completion Year 2025
Estimated Completion Month October
Project Type Repair and Replacement Strategic Plan Link Quality Programs & Services
Approval Status Approved
Reserve Funding Source Vehicle & Equip - Tax
Operating Cost Increase No
Internal PM Cost No
TOWNOFEASTGWILLIMBURY
CapitalProjects
FS-25-008 New Public Education Vehicle
Project Department VersionYear
Fire and Emergency Services
Approved Budget 2025
Description
Project Description
Supplying Public Education with seating capacity for use of events and modest towing capacity.
Project Justification
Transportation of staff and equipment/supplies to public education events. Mid-size SUV will also be utilized for promoting monthly fire safety through graphics on the doors/windows. When not in use for public education events, the SUV will be used to transport staff to training sessions on weekends reducing the number of vehicles required.
TOWNOFEASTGWILLIMBURY
Year Proposed 2025
Expected Start Month February
Estimated Completion Year 2025
Estimated Completion Month August
Project Type Growth
Strategic Plan Link Quality Programs & Services
Approval Status Approved
Reserve Funding Source Emergency Services DC
Operating Cost Increase Yes Internal PM Cost No
TOWNOFEASTGWILLIMBURY
CapitalProjects
FS-25-009 2011 Tanker 244 Replacement
Fire and Emergency Services
Project Department VersionYear
Approved Budget 2025 Description
Project Description
Replacement of 2011 tanker apparatus 244. Due to long production times, beginning process in 2025 with expected delivery and in service date in 2026.
Project Justification
Replacement of fleet apparatus based on useful life cycle.
TOWNOFEASTGWILLIMBURY
Project Department VersionYear FS-25-009 2011 Tanker 244 Replacement
and Emergency Services Approved Budget 2025
Attribute Value Comment Organization
Department Fire and Emergency Services
Branch Emergency Services Fleet
Attributes
Year Proposed 2025
Expected Start Month January
Estimated Completion Year 2026
Estimated Completion Month December
Project Type Repair and Replacement
Strategic Plan Link Quality Programs & Services
Approval Status Approved
Reserve Funding Source Vehicle & Equip - Tax
Operating Cost Increase No
Internal PM Cost No
TOWNOFEASTGWILLIMBURY
DS-25-001 Heritage Initiatives
Project Department VersionYear
Development Services
Approved Budget 2025 Description
Project Description
Funding will support the implementation of the Heritage Strategy recommendations, with a focus on existing built as well as indigenous heritage. This could include developing and implementing communication strategies to promote heritage-related tax incentives, encouraging conservation and designation through municipal partnerships, and launching public engagement, education programs, and façade improvement initiatives to celebrate and preserve key heritage sites. Additionally, funding will support research and the development of a broader conservation and education approach that incorporates natural and Indigenous heritage.
Project Justification
Heritage protection and preservation has been identified as a key strategic priority of Council. This project will support the implementation of the Heritage Strategy recommendations developed in 2024. It will also support Council’s direction to expand the scope of heritage conservation efforts to include significant natural heritage features and to ensure that indigenous heritage is reflected in our understanding of the history and development of East Gwillimbury.
TOWNOFEASTGWILLIMBURY
and Administration Attributes
Year Proposed 2025
Expected Start Month January
Estimated Completion Year 2027
Estimated Completion Month January
Project Type Service Level increase / change
Strategic Plan Link Responsible Growth & Env. Protection
Approval Status Approved
Reserve Funding Source Deferred Revenue
Operating Cost Increase No
Internal PM Cost No
TOWNOFEASTGWILLIMBURY
CapitalProjects
DS-25-002 By-law EV Pick up Truck
Project Department VersionYear
Development Services
Approved Budget 2025
Description
Project Description
New EV pick up truck for Municipal Law Enforcement Officers.
Project Justification
Required for additional FTEs requested via 2025 staffing requests. Municipal Law Enforcement Officers require a vehicle to conduct investigations, inspections, and to attend legal proceedings.
Project
TOWNOFEASTGWILLIMBURY
Year Proposed 2025
Expected Start Month January
Estimated Completion Year 2025
Estimated Completion Month June
Project Type Growth
Strategic Plan Link Quality Programs & Services
Approval Status Approved
Reserve Funding Source Public Works DC
Operating Cost Increase Yes
Internal PM Cost No
TOWNOFEASTGWILLIMBURY
CapitalProjects
Project Department VersionYear
DS-25-003 Local Business Support (Downtown Revitalization)
Development Services
Approved Budget
Project Description
2025
Description
Local business support programming, inclusive of training and ongoing support, celebrations, small events, mentorship costs, and additional supports for downtown businesses in both Holland Landing and Mount Albert during revitalization projects.
Project Justification
Business retention and expansion, and support for local businesses, is a core function of the economic development team. The project supports the various ways in which the Town provides these supports, including training and events, 1 to 1 and group mentorship, celebrations of openings anniversaries and other milestones, and other opportunities as they arise.The project also includes marketing supports to engage the local business community and entrepreneurs, including home-based businesses. A special focus of the project is to provide additional supports to those businesses that may be affected by the downtown revitalization programs occurring in both Holland Landing and Mount Albert, ensuring continuity of business and that the public is aware these businesses will continue to operate throughout the upgrades.
TOWNOFEASTGWILLIMBURY
Expected Start Month
Estimated Completion Year 2025
Estimated Completion Month December
Project Type Growth
Strategic Plan Link Responsible Growth & Env. Protection
Approval Status Approved
Reserve Funding Source CCC-Ec.Dev Initiatives & Servicing
Operating Cost Increase No
Internal PM Cost No
TOWNOFEASTGWILLIMBURY
CapitalProjects
Project Department VersionYear
CP-22-001 Radial Line Trail Extension to Green Lane and Safety Fencing Parks, Recreation and Culture
Approved Budget 2025
Description
Project Description
Radial Line trail extension construction and safety fencing from Green Lane, north to existing trail termination. (650m)
Project top-up.
Project Justification
Trail construction required to mitigate safety concerns from adjacent driving range use and golf balls injuring residents. The project will involve the creation of an access agreement between the Town and land Developer who own's a portion of the lands.
TOWNOFEASTGWILLIMBURY
CP-22-001 Radial Line Trail Extension to Green Lane and Safety Fencing
Department Parks, Recreation and Culture Branch Parks Operations Attributes Year Proposed 2025
Expected Start Month January
Estimated Completion Year 2023
Estimated Completion Month November
Project Type Growth
Strategic Plan Link Quality Programs & Services
Approval Status Approved
Reserve Funding Source Recovery from Developers, Outdoor Rec DC
Operating Cost Increase No
Internal PM Cost No
TOWNOFEASTGWILLIMBURY
CapitalProjects
Project Department VersionYear
CP-22-002 Nokiidaa Trail - Parking Lot Expansion
Parks, Recreation and Culture
Approved Budget 2025
Description
Project Description
Construction of new parking lot for trail user overflow at Nokiidaa Trail entrance, Mount Albert Road and Yonge Street.
Project Justification
The original capital project requested Council approval to construct additional overflow parking for the parking lot located at Yonge and Mount Albert Road. During the 2022 capital budget, it was requested that staff construct the parking lot on the west side of Yonge Street within the Town’s open space instead of Chapman Street. With this, and proximity to natural heritage features such as Provincially significant wetlands, Holland River and approvals through the Lake Simcoe Region Conservation Authority and York Region, staff were requested to conduct additional studies including cut and fill analysis, permits (LSRCA & York Region), civil engineering, traffic management plans, bore hole samplings and storm servicing plans, we require additional funds to construct the parking lot.
TOWNOFEASTGWILLIMBURY
CP-22-002 Nokiidaa Trail - Parking Lot Expansion
Department Parks, Recreation and Culture Branch Parks Operations
Attributes
Year Proposed 2025
Expected Start Month January
Estimated Completion Year 2023
Estimated Completion Month September
Project Type Growth
Strategic Plan Link Quality Programs & Services
Approval Status Approved
Reserve Funding Source Roads DC
Operating Cost Increase No
Internal PM Cost No
TOWNOFEASTGWILLIMBURY
CapitalProjects
Project Department VersionYear
PR-25-001 Brown Hill Park - Playground Replacement
Parks, Recreation and Culture
Approved Budget 2025 Description
Project Description
Playground replacement and site improvements:
Demolition & removal of existing playground and shade structure
New concrete playground enclosure with accessible ramp
Installation of new playground and engineered wood fibre
New Shade structure with seating area
Asphalt walkways, site furniture and park signage
Project Justification
As part of the Parks Branch asset replacement program, this playground and shade structure is 25+ years old and obsolete. Over the past several years, this playground has experienced major wear and tear with no replacement parts available because of age. Parks staff have ensured that the existing playground is maintained and meets current safety standards however, very little play value remains due to availability of replacement parts. In 2024, complaints were made by a residents regarding the shade structure roof leaking and being in disrepair. Parks staff were required to patch a portion of the shade structure roof due to wood decay. The repair completed is temporary until such time that this capital project can be brought forward for a shade structure replacement.
TOWNOFEASTGWILLIMBURY
Expected
Estimated Completion Year 2025
Estimated Completion Month October
Project Type Repair and Replacement
Strategic Plan Link Quality Programs & Services
Approval Status Approved
Reserve Funding Source Parks
Operating Cost Increase No
Internal PM Cost Yes
TOWNOFEASTGWILLIMBURY
CapitalProjects
Project Department VersionYear
PR-25-002 North Union Community Centre - Playground Replacement and AODA Walkway
Parks, Recreation and Culture
Approved Budget 2025
Description
Project Description
Playground replacement and site improvements:
Demolition & removal of existing playground structure
New concrete playground enclosure with accessible ramp
Installation of new playground and engineered wood fibre
Asphalt walkways, site furniture and park signage
This project will be designed, tendered and project managed in-house by Parks Development staff.
Project Justification
As part of the Parks Branch asset replacement program, this playground is 25+ years old and obsolete. Over the past several years, this playground has experienced major wear and tear with no replacement parts available because of age. Parks staff have ensured that the existing playground is maintained and meets current safety standards however, very little play value remains due to availability of replacement parts.
TOWNOFEASTGWILLIMBURY
Project Department VersionYear
PR-25-002 North Union Community Centre - Playground Replacement and AODA Walkway Parks, Recreation and Culture
Department Parks, Recreation and Culture Branch Parks Operations Attributes
Year Proposed 2025
Expected Start Month January
Estimated Completion Year 2025
Estimated Completion Month October
Project Type Repair and Replacement
Strategic Plan Link Quality Programs & Services
Approval Status Approved
Reserve Funding Source Parks
Operating Cost Increase No
Internal PM Cost Yes
TOWNOFEASTGWILLIMBURY
CapitalProjects
PR-25-003 Beach Volleyball Courts
Project Department VersionYear
Parks, Recreation and Culture
Approved Budget 2025
Description
Project Description
Installation of 2 new beach volleyball courts including mechanical beach sand cleaning machine.
Project Justification
Recreational demand to play beach volleyball has increased dramatically. The Town currently has no outdoor facilities that supports this growing sport.
TOWNOFEASTGWILLIMBURY
TOWNOFEASTGWILLIMBURY
CapitalProjects
Project Department VersionYear
PR-25-004 Sharon Hills Park Pickleball Courts
Parks, Recreation and Culture
Approved Budget 2025
Description
Project Description
Installation of 2 dedicated pickleball courts including fencing, posts with netting, asphalt surface and plexipave color coating.
Project Justification
The sport of pickleball has gained popularity, driven by a growing demand for courts among residents, particularly those in older age groups. This fun and low impact sport allows recreational opportunities for all age groups and continues to grow throughout North America. The Parks Branch strategy is to provide East Gwillimbury's 4 communities with 2 outdoor pickleball courts by 2025, with the exception of Queensville which will have 4 courts constructed within the outdoor park located at the Health and Active Living Plaza. The first 2 courts were constructed in 2022 at Ross Family Complex in Mount Albert.
TOWNOFEASTGWILLIMBURY
Sharon Hills Park Pickleball Courts
Estimated Completion Month October
Approval
TOWNOFEASTGWILLIMBURY
CapitalProjects
PR-25-005 Tree Planting Program
Project Department VersionYear
Parks, Recreation and Culture
Approved Budget 2025
Description
Project Description
Tree planting program to increase tree canopy targets
Project Justification
Beginning in 2024, the Parks Branch initiated an annual tree planting program to increase tree canopy targets. This annual program supports York Regions 2022 Greening strategy and will move East Gwillimbury closer to the identified tree canopy targets.
Funding for this program will come from the Town's tree compensation reserve which is collected from various developments that are required to provide financial compensation for tree removals.
Project
TOWNOFEASTGWILLIMBURY
Attribute Value Comment Organization Department Parks, Recreation and Culture
Branch Parks Operations
Attributes
Year Proposed 2025
Expected Start Month March
Estimated Completion Year 2025
Estimated Completion Month June
Project Type Annual Program
Strategic Plan Link Responsible Growth & Env. Protection
Approval Status Approved
Reserve Funding Source Deferred Revenue
Operating Cost Increase No
Internal PM Cost No
TOWNOFEASTGWILLIMBURY
CapitalProjects
Project Department VersionYear
PR-25-006 Park Asset Repairs and Replacement - Various Locations
Parks, Recreation and Culture
Approved Budget 2025
Description
Project Description
This project involves repair and replacement of various park assets:
Paving and Concrete: Don Rose Park ($35,000), Peggy's Wood Trail ($10,000), Lions park ($10,000), Brenner Park ($20,000), Various Baseball Diamonds ($10,000), Various Playgrounds ($30,000)
Planting Replacements
-Various Locations - Shrub death due to heat stress and pests ($25,000)
Project Justification
From time to time, minor repairs and replacement of park assets is required that cannot be supported through the yearly operating budget.
TOWNOFEASTGWILLIMBURY
Expected Start Month January
Estimated Completion Year 2025
Estimated Completion Month October
Project Type Repair and Replacement
Strategic Plan Link Quality Programs & Services
Approval Status Approved
Reserve Funding Source Parks
Operating Cost Increase No
Internal PM Cost No
TOWNOFEASTGWILLIMBURY
CapitalProjects
PR-25-007 Urban Forestry Tree Inventory
Project Department VersionYear
Parks, Recreation and Culture
Approved Budget 2025
Description
Project Description
Inventory of all urban trees including the collection of data such as tree name, condition, height, trunk size, risk factors, GIS location and attributes.
Project Justification
The last urban tree inventory was completed 12 years ago. The town requires a tree update following the recent urban growth.
TOWNOFEASTGWILLIMBURY
Proposed 2025
Expected Start Month May
Estimated Completion Year 2025
Estimated Completion Month December
Project Type Growth
Strategic Plan Link Responsible Growth & Env. Protection
Approval Status Approved
Reserve Funding Source Deferred Revenue
Operating Cost Increase No
Internal PM Cost No
TOWNOFEASTGWILLIMBURY
CapitalProjects
Project Department VersionYear
PR-25-008 Private Tree Protection Bylaw Administration
Parks, Recreation and Culture
Approved Budget 2025
Description
Project Description
This project provides funds to hire a contacted arborist to administer and coordinate all tree Bylaw activities including inspections, permit issuance, enforcement and all other tree related service request complaints, tree planting tenders, GIS data updates and maintenance activity coordination.
Project Justification
Council requested staff look into a private tree protection bylaw.
TOWNOFEASTGWILLIMBURY
Year Proposed 2025
Expected Start Month April
Estimated Completion Year 2025
Estimated Completion Month December
Project Type Service Level increase / change
Strategic Plan Link Responsible Growth & Env. Protection
Approval Status Approved
Reserve Funding Source Deferred Revenue
Operating Cost Increase No
Internal PM Cost No
TOWNOFEASTGWILLIMBURY
CapitalProjects
PR-25-009 Parkland Acquisition Studies
Project Department VersionYear
Parks, Recreation and Culture
Approved Budget 2025
Description
Project Description
This project provides funds for land related studies for future parkland acquisition.
Project Justification
The Parks Branch is currently exploring possible parkland acquisition of various properties. These funds will be used to complete any required environmental, soils, water, survey, or due diligence investigation prior to the purchase or negotiation of any lands.
TOWNOFEASTGWILLIMBURY
Project Department VersionYear PR-25-009 Parkland Acquisition Studies
Parks, Recreation and Culture Approved Budget 2025
Organization Department Parks, Recreation and Culture
Branch Parks Operations
Attributes
Year Proposed 2025
Expected Start Month March
Estimated Completion Year 2025
Estimated Completion Month December
Project Type Growth
Strategic Plan Link Build Complete Communities
Approval Status Approved
Reserve Funding Source CCC-Parkland Acquisition
Operating Cost Increase No
Internal PM Cost No
TOWNOFEASTGWILLIMBURY
CapitalProjects
PR-25-010 Civic Centre Elevator Upgrades
Parks, Recreation and Culture
Project Department VersionYear
Approved Budget 2025
Description
Project Description
A new solid-state starter will be provided. It will be of the same power requirement and starting configuration as presently exists.
Project Justification
The existing elevator is original and requires upgrade to obselete parts. This will enable the proper function and reduce down-time.
TOWNOFEASTGWILLIMBURY
Year Proposed 2025
Expected Start Month January
Estimated Completion Year 2025
Estimated Completion Month July
Project Type Repair and Replacement
Strategic Plan Link Quality Programs & Services
Approval Status Approved
Reserve Funding Source Facilities
Operating Cost Increase No
Internal PM Cost No
TOWNOFEASTGWILLIMBURY
CapitalProjects
Project Department VersionYear
PR-25-011 Queensville Fire Station Septic System Design and Construction
Parks, Recreation and Culture
Approved Budget 2025
Description
Project Description
Design and install a septic system to replace existing holding tank.
Project Justification
The holding tank requires pumping on a weekly basis. Installing a septic system will provide uninterrupted service.
TOWNOFEASTGWILLIMBURY
Parks, Recreation and Culture
Year Proposed 2025
Expected Start Month February
Estimated Completion Year 2025
Estimated Completion Month December
Project Type Repair and Replacement
Strategic Plan Link Quality Programs & Services
Approval Status Approved
Reserve Funding Source Facilities
Operating Cost Increase No
Internal PM Cost No
TOWNOFEASTGWILLIMBURY
CapitalProjects
Project Department VersionYear
PR-25-012 Holland Landing Community Centre Elevator Replacement
Parks, Recreation and Culture
Approved Budget 2025
Description
Project Description
The existing elevator is original to the building (1985) and has reached its useful life expectancy. Parts are unavailable and obselete and the current service provider has confirmed service will cease if parts fail.
Project Justification
Potential down-time will occur if existing parts fail. This elevator serves as the only accessible option between the 3 levels.
Project
TOWNOFEASTGWILLIMBURY
Expected Start Month February
Estimated Completion Year 2025
Estimated Completion Month October
Project Type Repair and Replacement
Strategic Plan Link Quality Programs & Services
Approval Status Approved
Reserve Funding Source Facilities
Operating Cost Increase No
Internal PM Cost No
TOWNOFEASTGWILLIMBURY
CapitalProjects
Project Department VersionYear
PR-25-013 19040 Leslie Street HDIP Security Cameras
Parks, Recreation and Culture
Approved Budget 2025 Description
Project Description
Installation of Security Cameras at 19040 Leslie Street.
Project Justification
Provide security camera coverage for 19040 Leslie Street. Currently, a gap exists with no security coverage leaving the building susceptible to vandalism.
TOWNOFEASTGWILLIMBURY
TOWNOFEASTGWILLIMBURY
CapitalProjects
Project Department VersionYear
PR-25-015 Annual Facility Program - Health & Safety, Accessibility, Security
Parks, Recreation and Culture
Approved Budget 2025
Description
Project Description
The Annual facility Program will cover health & safety, accessibility and building security initiatives and enhancements identified by various user groups, committees, staff or members of the public. Items will be reviewed and ranked according to risk, relevance, and cost, and will be prioritized based on the overall impact.
Project Justification
We must ensure our facilities meet the minimum legislative and regulatory requirements (AODA guidelines). These requirements are continuously evolving, and we must provide an opportunity for staff to undertake the necessary initiatives to deliver these standards.
TOWNOFEASTGWILLIMBURY
Completion Month December
Project Type Annual Program
Strategic Plan Link Quality Programs & Services
Approval Status Approved
Reserve Funding Source Facilities
Operating Cost Increase No
Internal PM Cost No
TOWNOFEASTGWILLIMBURY
CapitalProjects
Project Department VersionYear
PR-25-017 Sports Complex West Arena Shower Replacements
Parks, Recreation and Culture
Approved Budget 2025 Description
Project Description
Replace plumbing fixtures and ceramic tile (floors and walls) of West Arena showers.
Project Justification
Showers are original from 1998 and showing signs of failure. This poses a health and safety risk with potential slips/falls. Replacing the tile and fixtures will ensure a safe environment for patrons.
TOWNOFEASTGWILLIMBURY
Sports Complex West Arena Shower Replacements
Expected Start Month March
Estimated Completion Year 2025
Estimated Completion Month September
Project Type Repair and Replacement
Strategic Plan Link Quality Programs & Services
Approval Status Approved
Reserve Funding Source Facilities
Operating Cost Increase No
Internal PM Cost No
TOWNOFEASTGWILLIMBURY
CapitalProjects
Project Department VersionYear
PR-25-018 Sports Complex West Pad Rubber Flooring Replacement
Parks, Recreation and Culture
Approved Budget 2025
Description
Project Description
Replacement of the rubber flooring in the West pad main hallway and changeroooms.
Project Justification
The rubber flooring has deteriorated beyond repairs and is posing a health and safety risk. The complete replacement is recommneded to avoid injuries and to damage to patron equipment.
Project
TOWNOFEASTGWILLIMBURY
Sports Complex West Pad Rubber Flooring Replacement
Expected Start Month March
Estimated Completion Year 2025
Estimated Completion Month August
Project Type Repair and Replacement
Strategic Plan Link Quality Programs & Services
Approval Status Approved
Reserve Funding Source Facilities
Operating Cost Increase No
Internal PM Cost No
TOWNOFEASTGWILLIMBURY
CapitalProjects
Project Department VersionYear
PR-25-019 Ross Family Complex Roof Repairs
Parks, Recreation and Culture
Approved Budget 2025
Description
Project Description
Repair various sections of the roofing system, as identified from the Roof Asset Management Program (2024).
Project Justification
The necessary repairs will maintain the structural integrity of the roofing system, and prolong the useful life of the asset.
TOWNOFEASTGWILLIMBURY
Expected Start Month April
Estimated Completion Year 2025
Estimated Completion Month November
Project Type Repair and Replacement
Strategic Plan Link Quality Programs & Services
Approval Status Approved
Reserve Funding Source Facilities
Operating Cost Increase No
Internal PM Cost No
TOWNOFEASTGWILLIMBURY
CapitalProjects
Project Department VersionYear
PR-25-020 Holland Landing Community Centre Roof Repairs
Parks, Recreation and Culture
Approved Budget 2025
Description
Project Description
Repair various sections of the roofing system, as identified from the Roof Asset Management Program (2024).
Project Justification
The necessary repairs will maintain the structural integrity of the roofing system, and prolong the useful life of the asset.
Project
TOWNOFEASTGWILLIMBURY
PR-25-020 Holland Landing Community Centre Roof Repairs
Recreation and Culture
Expected Start Month April
Estimated Completion Year 2025
Estimated Completion Month November
Project Type Repair and Replacement
Strategic Plan Link Quality Programs & Services
Approval Status Approved
Reserve Funding Source Facilities
Operating Cost Increase No
Internal PM Cost No
TOWNOFEASTGWILLIMBURY
CapitalProjects
Project Department VersionYear
PR-25-021 Ross Family Complex Fire Suppression
Parks, Recreation and Culture
Approved Budget 2025
Description
Project Description
Ross Family Complex Fire Suppression System
Project Justification
Ross Family Complex does not have a fire suppression system. The inclusion of a fire suppression system provides a safety to residents and users accessing this multipurpose recreation facility.
TOWNOFEASTGWILLIMBURY
Year Proposed 2025
Expected Start Month May
Estimated Completion Year 2026
Estimated Completion Month December
Project Type Repair and Replacement
Strategic Plan Link Quality Programs & Services
Approval Status Approved
Reserve Funding Source Facilities
Operating Cost Increase No
Internal PM Cost No
TOWNOFEASTGWILLIMBURY
CapitalProjects
Project Department VersionYear
PR-25-029 Council Chambers Accessibility Enhancement and Fire Code Compliance
Parks, Recreation and Culture
Approved Budget 2025
Description
Project Description
This project will complete necessary renovations to the Council Chambers for accessibility enhancement and Fire Code compliance purposes. This includes installing an automatic operator for the main entry doors for accessibility. As the current door system is not equipped with the required fire safety hardware or devices for code compliance, a proper hold open device connected to the fire alarm system will also be installed to enhance accessibility, safety and compliance.
Project Justification
For the existing main door to remain open during public meetings, and the ability to close the door for closed session meetings, the installation of a hold open device that is connected with the fire alarm system is required. The installation of this device and all associated devices will satisfy the current arrangement and provide a door system that is designed for both fire/life safety and enhance accessibility for patrons.
TOWNOFEASTGWILLIMBURY
Project Department VersionYear PR-25-029 Council Chambers Accessibility Enhancement and Fire Code Compliance
Recreation and Culture
Proposed 2025
Expected Start Month July
Estimated Completion Year 2025
Estimated Completion Month September
Project Type Repair and Replacement
Strategic Plan Link Culture of Municipal Excellence
Approval Status Approved
Reserve Funding Source Facilities
Operating Cost Increase No
Internal PM Cost No
TOWNOFEASTGWILLIMBURY
CapitalProjects
Project Department VersionYear
PR-25-022 John Deere Utility Tractor (P09-47) Replacement
Parks, Recreation and Culture
Approved Budget 2025
Description
Project Description
This tractor is used by CPRC for a wide range of seasonal turf activities which require 3 point hitch and hydraulic power including: over-seeding, top dressing, trail rejuvenation, long grass cutting, aeration, etc.
Project Justification
This tractor was in service July 2009 and has had it's life cycle extended 6 years.
TOWNOFEASTGWILLIMBURY
John Deere Utility Tractor (P09-47) Replacement
Expected Start Month January
Estimated Completion Year 2025
Estimated Completion Month December
Project Type Repair and Replacement
Strategic Plan Link Quality Programs & Services
Approval Status Approved
Reserve Funding Source Vehicle & Equip - Tax
Operating Cost Increase No
Internal PM Cost No
TOWNOFEASTGWILLIMBURY
CapitalProjects
Project Department VersionYear
PR-25-023 2009 Diamond Groomer - RP Trailers (P09-58) Replacement
Parks, Recreation and Culture
Approved Budget 2025
Description
Project Description
Baseball diamond groomer trailer.
Project Justification
This custom trailer is specifically used for baseball diamond grooming and is pulled by a Jeep to allow for efficient town-wide use. Alternatives used behind a small tractor are not effective with consideration to excessive road travel between communities. This unit has been well used since 2009 and has been extended one year from its 15 year lifecycle (2024). This is the only diamond groomer in the inventory and it fulfills an important role to maintain the quality of the baseball fields around town.
TOWNOFEASTGWILLIMBURY
PR-25-023 2009 Diamond Groomer - RP Trailers (P09-58) Replacement
Proposed 2025
Expected Start Month January
Estimated Completion Year 2025
Estimated Completion Month December
Project Type Repair and Replacement
Strategic Plan Link Quality Programs & Services
Approval Status Approved
Reserve Funding Source Vehicle & Equip - Tax
Operating Cost Increase No
Internal PM Cost No
TOWNOFEASTGWILLIMBURY
CapitalProjects
Project Department VersionYear
PR-25-024 2016 Jeep Wrangler 2-dr 4X4 (P16-32) Replacement
Parks, Recreation and Culture
Approved Budget 2025
Description
Project Description
Vehicle used for ball diamond grooming, plowing and inspections (P16-32)
Project Justification
This vehicle has a 7 year replacement lifecycle and has been extended to by two additional years.
TOWNOFEASTGWILLIMBURY
Year Proposed 2025
Expected Start Month January
Estimated Completion Year 2025
Estimated Completion Month December
Project Type Repair and Replacement
Strategic Plan Link Quality Programs & Services
Approval Status Approved
Reserve Funding Source Vehicle & Equip - Tax
Operating Cost Increase No
Internal PM Cost No
TOWNOFEASTGWILLIMBURY
CapitalProjects
Project Department VersionYear
PR-25-025 2018 Chev Silverado 1500 4WD (F17-22) Replacement
Parks, Recreation and Culture
Approved Budget 2025
Description
Project Description
Facilities Pick-up Truck 4x4 crew cab, F17-22
Project Justification
This vehicle is in a 7 year replacement cycle and was extended one year as it had been in favorable condition.
Project
TOWNOFEASTGWILLIMBURY
2018 Chev Silverado 1500 4WD (F17-22) Replacement
Expected Start Month January Estimated Completion Year 2025
Estimated Completion Month December
Project Type Repair and Replacement
Strategic Plan Link Quality Programs & Services
Approval Status Approved
Reserve Funding Source Facilities
Operating Cost Increase No
Internal PM Cost No
TOWNOFEASTGWILLIMBURY
CapitalProjects
Project Department VersionYear
PR-25-026 2015 Enclosed Trailer (F15-51) Replacement
Parks, Recreation and Culture
Approved Budget 2025
Description
Project Description
Replacement of enclosed trailer (F15-51)
Project Justification
Asset Replacement - End of Life Cycle
TOWNOFEASTGWILLIMBURY
Expected Start Month January Estimated Completion Year 2025
Estimated Completion Month December
Project Type Repair and Replacement
Strategic Plan Link Quality Programs & Services
Approval Status Approved
Reserve Funding Source Facilities
Operating Cost Increase No
Internal PM Cost No
TOWNOFEASTGWILLIMBURY
CapitalProjects
Project Department VersionYear
PR-25-027 Sports Complex Walk Behind Floor Scrubber Replacement
Parks, Recreation and Culture
Approved Budget 2025 Description
Project Description
The existing walk behind floor scrubber is failing and requires continuous service to reduce down time.
Project Justification
The machine is used on a daily basis to clean corridors, lobbies, and dressing rooms. In addition, it is used to clean the ice pads during ice removal.
TOWNOFEASTGWILLIMBURY
Expected Start Month
Estimated Completion Year 2025 Estimated Completion Month July
Project Type
Strategic Plan Link Quality Programs & Services
Approval Status Approved
Reserve Funding Source Facilities
Operating Cost Increase No
Internal PM Cost No
TOWNOFEASTGWILLIMBURY
CapitalProjects
Project Department VersionYear
PR-25-028 Pickup Truck 3/4 Ton 4X4 Replacement
Parks, Recreation and Culture
Approved Budget 2025
Description
Project Description
Replacement of 3/4 Ton 4X4 Pickup Truck (F15-43)
Project Justification
Due to low mileage and favourable condition assessment: extend 2 years to 2025
TOWNOFEASTGWILLIMBURY
Pickup Truck 3/4 Ton 4X4 Replacement
Expected Start Month January
Estimated Completion Year 2025
Estimated Completion Month December
Project Type Repair and Replacement
Strategic Plan Link Quality Programs & Services
Approval Status Approved
Reserve Funding Source Facilities
Operating Cost Increase No
Internal PM Cost No
TOWNOFEASTGWILLIMBURY
CapitalProjects
Project Department VersionYear
CI-22-009 Queensville Sideroad & Centre St Intersection Design Phase 2
Engineering and Public Works
Approved Budget 2025
Description
Project Description
This project includes detailed design for the intersection and approaches of Queensville Sideroad & Centre Street to improve traffic safety at this intersection.This work builds upon the investigations, preliminary design and consultation that was completed in 2024. Following the recommendations in the preliminary design, the extents of the detailed design have been expanded to include the Queensville Sideroad & Orchard Court intersection.
Project Justification
A redesign of this intersection and approaches is recommended to improve sight lines and intersection approach grades. This detailed design would include continued public consultation, topographical/legal surveying and geotechnical investigations to redesign the vertical alignment of these extents and prepare construction tender documents. Once the detailed design process is complete, future funding will be required for construction.
TOWNOFEASTGWILLIMBURY
Year Proposed 2025
Expected Start Month January
Estimated Completion Year 2024
Estimated Completion Month December
Project Type Service Level increase / change
Strategic Plan Link Build Complete Communities
Approval Status Approved
Reserve Funding Source Roads
Operating Cost Increase No
Internal PM Cost No
TOWNOFEASTGWILLIMBURY
CapitalProjects
EP-25-001 Safer Streets Initiative Program
Engineering and Public Works
Project Department VersionYear
Approved Budget 2025
Description
Project Description
Work includes: purchasing a radar speed board and/or camera, Town wide inspection/replacement of roadside regulatory and warning traffic signs, 1 camera for the proposed Automated Speed Enforcement (ASE) program, installation of a pedestrian crossover on Centre Street at the Vivian Creek Park entrance and other traffic related studies and programs in support of the Town's Safer Streets Initiatives.
Project Justification
1.To meet the demand of a growing community and support the Town's Safer Streets Initiatives.
2.Pursuant to Ontario Regulation 239/02, Minimum Maintenance Standards for Municipal Highways, regulatory signs or warning signs are to be checked for retro-reflectivity annually. Signs that do not pass are replaced as part of this program.
3.Implement new initiatives such as safety programs, pedestrian crossovers, pavement markings, education and safety campaigns, etc.
Project
TOWNOFEASTGWILLIMBURY
Organization
Department Engineering and Public Works Branch Capital Program and Traffic Engineering
Attributes
Year Proposed 2025
Expected Start Month January
Estimated Completion Year 2026
Estimated Completion Month December
Project Type Annual Program
Strategic Plan Link Quality Programs & Services
Approval Status Approved
Reserve Funding Source Roads
Operating Cost Increase Yes
Internal PM Cost Yes
TOWNOFEASTGWILLIMBURY
TOWNOFEASTGWILLIMBURY
CapitalProjects
Project Department VersionYear
EP-25-002 Municipal Structure Inspections Program
Engineering and Public Works
Approved Budget 2025
Description
Project Description
Work includes inspecting and recording the condition of all Town owned pedestrian bridges, road bridges and culverts, in accordance with provincial legislation and the Ontario Structure Inspection Manual (OSIM). This work will support the 10 Year Capital and Maintenance Plan as well as the Town's Asset Management Plan.
Project Justification
The Public Transportation and Highway Improvement Act requires that the structural integrity, safety and condition of every bridge in a municipality shall be maintained in good and safe repair. This is to be determined through inspections every other calendar year. Furthermore, Ontario Regulation 588/17, Asset Management Planning for Municipal Infrastructure requires the Town to prepare an Asset Management Plan. This project will provide the necessary information for the Road Bridge component of the larger, comprehensive Asset Management Plan.
Project
TOWNOFEASTGWILLIMBURY
Works
Proposed 2025
Expected Start Month January
Estimated Completion Year 2026
Estimated Completion Month December
Project Type Legislative Requirement
Strategic Plan Link Build Complete Communities
Approval Status Approved
Reserve Funding Source Roads
Operating Cost Increase No
Internal PM Cost No
TOWNOFEASTGWILLIMBURY
CapitalProjects
Project Department VersionYear
EP-25-003 Streetlight Rehabilitation Program & LED Conversions
Engineering and Public Works
Approved Budget 2025
Description
Project Description
For 2025, the program will focus on data collection and the Town-wide LED conversion design. In total, the Town has approximately 2500 streetlights that would be converted to LED, following current RP8 lighting standards. The proposed works will include preparing a multi-year implementation plan, an energy and maintenance cost analysis, calculating pre and post greenhouse gas emissions, administer billing and rate consolidations with Hydro One and NT Power, along with a provision for contract administration.
Project Justification
The Town's LED Conversion will promote reductions in greenhouse gases through energy efficient lighting, while improving lighting levels. The new LED fixtures will ultimately reduce annual energy costs, repair costs and frequency of outages as compared to traditional fixtures that require replacement parts more regularly (ie. bulbs and photocells with shorter life spans). Completion of this design assignment allows the Town to implement the associated multi-million dollar construction project in phases as funding becomes available, as well as be shovel ready should there be grant funding opportunities.
TOWNOFEASTGWILLIMBURY
Expected Start Month January
Estimated Completion Year 2027
Estimated Completion Month December
Project Type Service Level increase / change
Strategic Plan Link Responsible Growth & Env. Protection
Approval Status Approved
Reserve Funding Source Roads
Operating Cost Increase No
Internal PM Cost No
TOWNOFEASTGWILLIMBURY
CapitalProjects
EP-25-004 Road Rehabilitation Program
Project Department VersionYear
Engineering and Public Works
Approved Budget 2025
Description
Project Description
The Road Rehabilitation Program for 2025 includes: full and partial depth asphalt resurfacing for French Crescent, portions of Main Street from King Street to the Revitalization limits (Mount Albert Community Centre) portions of Howard Avenue from Jessie Crescent to Maple Way; detailed designs for roads in the Holland Landing area near Mount Albert Rd and Holland River Blvd; miscellaneous concrete rehabilitations Town-wide; ongoing pavement management program in partnership with York Region, the Town of Whitchurch-Stouffville, Newmarket and Georgina.
Project Justification
This work is required to maintain and build upon the Town's investment in infrastructure. Road condition data will be collected through the Town's Pavement Management program, regularly scheduled road patrols and road inspections by staff.
This budget includes isolated advanced utility relocations, geotechnical investigations and storm sewer inspection/flushing required to construct the works and to plan the future year's road program, as well as isolated road repairs across the Town.
TOWNOFEASTGWILLIMBURY
TOWNOFEASTGWILLIMBURY
CapitalProjects
Project Department VersionYear
EP-25-005 Stormwater Rehabilitation Program - Ponds & Municipal Drains
Engineering and Public Works
Approved Budget 2025
Description
Project Description
Scope for 2025 includes an engineering investigation and design to rehabilitate a storm outfall near Stonehill Blvd and Colony Trail Blvd. The program also includes consulting services to prepare recommendations and capital workplans for our linear stormwater infrastructure using CCTV inspection reports. Workplan items may include pipe lining, isolated repairs and monitoring.
Project Justification
The LSRCA and Town have reviewed the condition and function of the Town's 58 stormwater facilities/ponds. The storm outfall near Stonehill Blvd and Colony Trail Blvd has been experiencing settlement and erosion, requiring engineering investigations and a design to support a rehabilitation.
The capital workplan scope for our linear stormwater infrastructure will support future rehabilitation budgets to ensure these assets are being maintained and rehabilitated at optimal times in their lifecycle with the appropriate rehabilitation type.
TOWNOFEASTGWILLIMBURY
Estimated Completion Year 2027
Estimated Completion Month December
Project Type Repair and Replacement
Strategic Plan Link Build Complete Communities
Approval Status Approved
Reserve Funding Source Roads
Operating Cost Increase No
Internal PM Cost No
TOWNOFEASTGWILLIMBURY
CapitalProjects
Project Department VersionYear
EP-25-006 2016 Trackless Sidewalk Plow (R16-414) Replacement
Engineering and Public Works
Approved Budget 2025
Description
Project Description
Replacement of an existing sidewalk plow and sanding unit (R16-414). Used throughout the winter for sidewalk clearing and snow blowing operations as required. This unit is also used during the summer months for sweeping and asphalt grinding functions as required to support maintenance programs.
Project Justification
The Town has three trackless sidewalk units. These are critical assets to the delivery of the Town's winter maintenance program to achieve Provincial Minimum Maintenance Standards responsibilities. This unit has been in service since 2015 and is at the end of it's reliable service life. The engine core from the existing sidewalk plow will be rebuilt and recycled into the new sidewalk plow to minimize cost.
Current odometer is 21,400km and has 4,100 engine working hours. This is representative of a complete life cycle for this type of equipment and the unit has undergone a complete mechanical inspection to confirm its replacement.
Project
TOWNOFEASTGWILLIMBURY
EP-25-006 2016 Trackless Sidewalk Plow (R16-414) Replacement
and Public Works
Expected Start Month January
Estimated Completion Year 2026
Estimated Completion Month December
Project Type Repair and Replacement
Strategic Plan Link Quality Programs & Services
Approval Status Approved
Reserve Funding Source Vehicle & Equip - Tax
Operating Cost Increase No
Internal PM Cost No
TOWNOFEASTGWILLIMBURY
CapitalProjects
Project Department VersionYear
EP-25-007 2017 Freightliner I08SD (Plow/Dump) (R16-07) Replacement
Engineering and Public Works
Approved Budget 2025
Description
Project Description
Replacement of a 2016 single axle combination snowplow (R16-07) following a complete mechanical inspection. This truck is used for urban winter maintenance in addition to supporting summer construction activities.
Project Justification
This single axle combination snowplow is critical to providing continuous winter maintenance in compliance with Provincial Minimum Maintenance Standards.
Given current snowplow production timelines, staff anticipate a 20-24 month delivery and feel that it is prudent to commence with the order to ensure our continual ability to provide uninterrupted service.To be ordered in early 2025, with delivery expected 2026/2027, at the vehicles scheduled 10 year lifecycle, consistent with the Fleet Strategy. Current odometer: 78,900 km projected to be 110,000 in 2026Engine Hours: 2374, equivalent to: approx. 110,000 km.
Project
TOWNOFEASTGWILLIMBURY
EP-25-007 2017 Freightliner I08SD (Plow/Dump) (R16-07) Replacement
and Public Works
Expected Start Month January
Estimated Completion Year 2027
Estimated Completion Month December
Project Type Repair and Replacement
Strategic Plan Link Quality Programs & Services
Approval Status Approved
Reserve Funding Source Vehicle & Equip - Tax
Operating Cost Increase No
Internal PM Cost No
TOWNOFEASTGWILLIMBURY
CapitalProjects
Project Department VersionYear
EP-25-008 2009 Fleet Garage 4 Post Hoist (R09-61) Replacement
Engineering and Public Works
Approved Budget 2025
Description
Project Description
Replacement of Mobile Heavy Duty Vehicle Hoists (R09-61).
Project Justification
Hoists are essential to the ability to provide in-house vehicle service and maintenance. These lifts can be used on a wide range of vehicles including; pick-up trucks, dump trucks, sidewalk snowplows and loaders.
The current hoists have been in use since 2009 and are exhibiting corrosion and reliability concerns. The manufacturer has cautioned about their ability to pass their annual certifications going forward. As a result, given their importance and safety considerations it is prudent to replace these units.
TOWNOFEASTGWILLIMBURY
2009 Fleet Garage 4 Post Hoist (R09-61) Replacement
Expected Start Month January
Estimated Completion Year 2025
Estimated Completion Month December
Project Type Repair and Replacement
Strategic Plan Link Quality Programs & Services
Approval Status Approved
Reserve Funding Source Vehicle & Equip - Tax
Operating Cost Increase No
Internal PM Cost No
TOWNOFEASTGWILLIMBURY
CapitalProjects
Project Department VersionYear
EP-25-009 Flail Grass Boulevard Mower (Growth)
Engineering and Public Works
Approved Budget 2025
Description
Project Description
A boulevard grass flail mower attachment with quick release for use on the Town's existing 2022 boulevard tractor complete with boom attachment.
Project Justification
In 2022 the Town acquired a tractor with heavy duty boom attachment to mow rural ditches, small trees and overgrowth to ensure ditch water conveyance and improve sightlines along rural roadways. While this heavy duty mower is suitable for a wide range of works, it does not perform well on grass alone. With the addition of a grass cutting mower for this tractor, staff will be better suited to cut tall grass along rural boulevards with good aesthetic results.
TOWNOFEASTGWILLIMBURY
Flail Grass Boulevard Mower (Growth)
TOWNOFEASTGWILLIMBURY
CapitalProjects
Project Department VersionYear
EP-25-010 Digital Message Board Trailers (Growth)
Engineering and Public Works
Approved Budget 2025
Description
Project Description
Two (2) digital message board trailers.
Project Justification
Trailer mounted digital message boards are extremely beneficial for rapid temporary deployment to convey messages to motorists on local road restrictions, special events, operations and community messages. These units are solar powered and can be deployed rapidly when required.
Staff have been historically renting these units at a cost of $1,600/wk when required. Cost, delivery delays and availability have been problematic.
TOWNOFEASTGWILLIMBURY
TOWNOFEASTGWILLIMBURY
CapitalProjects
Project Department VersionYear
EP-25-011 Electric Vehicle Charging Stations
Engineering and Public Works
Approved Budget
Project Description
2025
Description
Design and installation of 5 Rapid chargers at the Operations Centre and 2 Charging Stations at the Civic Centre to support the Town's Green Fleet Strategy and the transition to added electric vehicle deployment.
Project Justification
As a cooperative initiative between PRC, EPW and Hydro One, staff are applying for Federal Grant Funding for Workplace EV charging infrastructure under the 2024 Zero Emission Vehicle Infrastructure Program (ZEVIP). We anticipate being notified of potential funding early in 2025. There is a potential of $260,000 grant funding with a total cost of $770,000, leaving the Town's portion of the project $510,000. This project is dependant on obtaining ZEVIP grant funding.
This will ensure that the Town is well situated for the adoption of electric mobility in conjunction with rapidly evolving vehicle technology.
TOWNOFEASTGWILLIMBURY
Expected Start Month January
Estimated Completion Year 2026
Estimated Completion Month December
Project Type Service Level increase / change
Strategic Plan Link Responsible Growth & Env. Protection
Approval Status Approved
Reserve Funding Source Public Works DC, Grant
Operating Cost Increase Yes
Internal PM Cost No
TOWNOFEASTGWILLIMBURY
CapitalProjects
Project Department VersionYear
WW-25-001 Preliminary Design - Woodbine Avenue Employment Lands Servicing
Water and Wastewater
Approved Budget 2025
Description
Project Description
This project seeks to advance a preliminary design for water and sanitary servicing within the Woodbine Avenue Employment Land area to establish a viable servicing strategy for guidance and direction to support area developers and improve the development readiness of the corridor.
Project Justification
Commencement of ICI development in the Woodbine Avenue corridor has sparked interest from various area landowners inquiring about area development opportunities. Availability and feasibility of servicing is one of the key questions to be answered when assessing the viability of a given development project. As the landowners within the Woodbine Avenue corridor have yet to establish a landowner’s group, staff are recommending that the Town initiate a preliminary design for water and sanitary servicing within the Woodbine Avenue Employment land area to provide a framework for how future area servicing in envisioned to proceed, providing guidance for prospective developers with respect to servicing requirements for a given project.
TOWNOFEASTGWILLIMBURY
Expected Start Month September Estimated Completion Year 2026
Estimated Completion Month December
Project Type Growth
Strategic Plan Link Build Complete Communities
Approval Status Approved
Reserve Funding Source Water DC & Sewer DC
Operating Cost Increase No
Internal PM Cost No
TOWNOFEASTGWILLIMBURY
CapitalProjects
WW-25-002 Water Rehabilitation Program
Water and Wastewater
Project Department VersionYear
Approved Budget 2025
Description
Project Description
Following completion of design project WW-22-002, this project relates to construction to replace select watermains nearing the end of their service life on Morton Avenue, Mount Albert Road, Charles Street, Howard Avenue and William Street in Sharon.
Additional capital funds for water rehabilitation/replacement of water infrastructure as required (hydrants, valves, sample stations, and other appurtenances).
Project Justification
The Sharon asbestos cementwatermains were installed in 1959 and are nearing the end of their useful service life. The Town anticipates an increase in breaks and leaks if left in service for an extended period of time.
The Town has been successful in obtaining grant funding. The ICIP grant provides the Town with approximately 73.3% of the funds to complete the construction/replacement of the corresponding watermains, with the remaining funds provided through the Town's Water Reserves. Water infrastructure, including hydrants, valves, and sample stations, are assessed through ongoing inspection programs. Capital funds will be used to rehab or replace infrastructure throughout the Town.
TOWNOFEASTGWILLIMBURY
Proposed 2025
Expected Start Month January
Estimated Completion Year 2027
Estimated Completion Month December
Project Type Repair and Replacement
Strategic Plan Link Build Complete Communities
Approval Status Approved
Reserve Funding Source Water Infrastructure, Grant
Operating Cost Increase No
Internal PM Cost Yes
TOWNOFEASTGWILLIMBURY
Project Department VersionYear
WW-25-003 Water Quality Partnership Project
Water and Wastewater
Approved Budget 2025
Description
Project Description
A collaborative, comprehensive, equally funded project with York Region to identify causes and contributing factors influencing water quality in the Holland Landing-Queensville-Sharon Distribution System. Generally, this is a complex project with significant scope that will require flexibility depending on findings to optimize the project, minimize costs and reduce overall flushing.
Project Justification
The Holland Landing-Queensville-Sharon Distribution System continues to require flushing above historic baseline volumes in order to meet regulatory water quality requirements; In 2023 the flush volumes were estimated to be 7x higher than historical baseline amounts and resulted in Regional wholesale Water/Wastewater charges of approximately $700,000. Initial scope includes water system modelling, water chemistry, and a cost-sharing framework. Further, this budget will be used to fund related system maintenance and cleaning activities that support the project.
TOWNOFEASTGWILLIMBURY
Department Water and Wastewater Branch Water Operations
Attributes
Year Proposed 2025
Expected Start Month January
Estimated Completion Year 2026
Estimated Completion Month December
Project Type Annual Program
Strategic Plan Link Build Complete Communities
Approval Status Approved
Reserve Funding Source Water Infrastructure
Operating Cost Increase No
Internal PM Cost No
TOWNOFEASTGWILLIMBURY
CapitalProjects
Project Department VersionYear
WW-25-004 Wastewater Rehabilitation Program
Water and Wastewater
Approved Budget 2025
Description
Project Description
Consultant evaluation of the Town's linear wastewater system, based on CCTV inspections and updating an asset management prioritization model. Construction funding has been allocated to address any urgent deficiencies of a minor nature.
Project Justification
Capital funds to support strategic management of the Town's linear wastewater network. This assessment work optimizes future repairs, re-lining, and operational maintenance programs for the sanitary system based on identified structural or operational issues to ensure service levels and maintain the integrity of the network. Any unused funds will return to the reserves.
TOWNOFEASTGWILLIMBURY
Expected Start Month
Estimated Completion Year 2026
Estimated Completion Month December
Project Type Repair and Replacement
Strategic Plan Link Build Complete Communities
Approval Status Approved
Reserve Funding Source Sewer Infrastructure
Operating Cost Increase No
Internal PM Cost No
TOWNOFEASTGWILLIMBURY
CapitalProjects
Project Department VersionYear
WW-25-005 Contracted Services for New Development Sewage Pump Stations
Water and Wastewater
Approved Budget 2025
Description
Project Description
Contracted services to perform inspections, operations, maintenance and alarm response for the Town of East Gwillimbury’s three (3) sewage pumping stations in new developments. These are located at 63 Cupples Farm Lane, 42 Upbound Court and the corner of Mount Albert Road/Woodbine Avenue. This work is fully cost recoverable through development, however post assumption in the future, it will be the Town's responsibility.
Project Justification
In August of 2023, the Town of East Gwillimbury was issued a Consolidated Linear Infrastructure Environmental Compliance Approval (CLI-ECA) for its sewage collection system by the Ministry of Environment, Conservation and Parks. The CLI-ECA details all the Town’s regulatory requirements for approving alterations to the system, operations and maintenance, sampling, and reporting. To ensure the Town maintains compliance and the sewage pumping stations are maintained in a good state of repair, the Town is looking to hire a contractor to perform the necessary works to maintain these unassumed stations. Having one contractor to perform these works will provide consistency and ensure the regulatory activities are completed to the satisfaction of the CLI-ECA, Town and other applicable regulations.
TOWNOFEASTGWILLIMBURY
Expected Start Month January
Estimated Completion Year 2025
Estimated Completion Month December
Project Type Growth
Strategic Plan Link Build Complete Communities
Approval Status Approved
Reserve Funding Source Recovery from Developers
Operating Cost Increase No
Internal PM Cost No
TOWNOFEASTGWILLIMBURY
CapitalProjects
Project Department VersionYear
WW-25-006 1/2 Ton Water Pick-up Truck (Growth)
Water and Wastewater
Approved Budget 2025
Description
Project Description
New 1/2 ton pick up truck for water/wastewater operations, to support additional staff compliment from 2024.
Project Justification
Two additional staff and 1 truck were added to the water/wastewater compliment in 2024. The proposed 1/2 ton pick up truck will support the 2nd staff member in the water division. Consistent with the Green Fleet Strategy, an electric vehicle will be considered.
TOWNOFEASTGWILLIMBURY
TOWNOFEASTGWILLIMBURY
CapitalProjects
Project Department VersionYear
WW-25-007 2015 Chevrolet Silverado (W15-24) Replacement
Water and Wastewater
Approved Budget 2025
Description
Project Description
Replacement of pick-up (W15-24). This unit was previously extended 3 years past its scheduled replacement based on a complete mechanical inspection.
Project Justification
Current Odometer: 220,800 km Current Engine Hours: 10,350 (Equivalent to 461,600 km of wear on an engine based on severe duty)
In Service Date: July 2015Lifecycle: 7 Years (2022), extended 3 years
This unit has been extended three (3) years past it's scheduled replacement and is exhibiting mechanical and reliability issues. This truck provides front line support and daily use within the W&WW team and is now recommended for replacement.Consistent with the Green Fleet Strategy, an electric vehicle will be considered.
Project
TOWNOFEASTGWILLIMBURY
WW-25-007 2015 Chevrolet Silverado (W15-24) Replacement
and Wastewater
Organization Department Water and Wastewater Branch WWW Fleet
Attributes Year Proposed 2025
Expected Start Month January
Estimated Completion Year 2025
Estimated Completion Month December
Project Type Repair and Replacement
Strategic Plan Link Quality Programs & Services
Approval Status Approved
Reserve Funding Source Vehicle & Equip - W&S
Operating Cost Increase No
Internal PM Cost No
Glossary
The Town’s operating and development and fee supported budget contain hundreds of detailed accounts and budgets. For ease of use to the reader, these accounts have been grouped into categories of expenditures. The table below lists each of those categories, and provides a description of the activities that would typically be budgeted in those categories.
Expenditure Category
Salaries & Benefits
Advertising
Audit Services
Bank Fees, Payroll and Other Charges
Communications
Community Grants / Initiatives
Consultants
Contingency
Contracted Services
Councillor Discretionary Expenses
Councillor Communications and Outreach
Courier & Mail Processing
Equipment & Vehicle
Equipment Repair
Insurance
Legal Services
Library
Materials & Supplies
Mileage
Other Agencies / Municipalities
Program Instructor
Property & Building Maintenance
Public Engagement / Corporate Events
Public Works
Expenditures in this category would include:
Salaries and benefits of all staff (full time, part time and contract). Benefits include both non statutory (e.g. OMERS, health and dental) and statutory items (e.g. CPP,EI)
Advertising in the local newspaper, job postings, statutory public meetings, tenders, etc.
Audits conducted on year end financial statements and internal processes
Bank fees, credit and debit card fees, and payroll processing
Data and usage charges for mobile devices
Various Town sponsored community events, contributions and committees
Temporary use of professional services (i.e., recruitment assistance, process/system reviews, studies, etc.)
Contractual obligations, unforeseen events, other expenditures as determined by Council and/or CAO.
Service contracts related to operating Town facilities (i.e. security system) and programs, including animal and mosquito control, and tree maintenance
Individual Council member expense budgets
Individual Council member expense budgets to expand and focus delivering essential Town information to residents and businesses.
Mail and courier costs including the mailing of tax and water bills
Acquisition of vehicles and equipment
Maintenance of corporate fleet, equipment and computers
Insurance coverage for Town operations
Retention of outside legal counsel
Town contribution to Library operations
Fuel, sand and salt, cleaning and office supplies, etc.
Reimbursement to staff and Council for use of personal vehicle on Town business
Richmond Hill dispatch services, York Region voice radio and pager systems, emergency management training
Instructors retained for leisure programs or library programs.
Repairs to Town buildings, maintenance of parks and trails
Meetings, events and Committee of Adjustment per diems
Ongoing roads maintenance, winter road and sidewalk snow clearing, street light maintenance, catch basin maintenance, etc.
Expenditure Category Cont'd
Rent
Software Maintenance and Licensing
Expenditures in this category would include:
Pool rental and community hall rental for recreation programs
Subscriptions, maintenance and licensing cost of Town information systems
Training, Professional Development and MembershipsCouncil and staff training and development; professional memberships
Uniforms, Corporate Attire and Safety Clothing
Utilities
YorkNet Communications
Waste Collection
Indirect Corporate Costs
Targeted Cost Reductions
Revenue Category
Taxation
Supplementary Taxation
Development Charges
Development Revenues
Fines and Penalties
Grants
Investment Income
Library
Licenses
Miscellaneous
Motor Vehicle Accidents
Penalties on Taxes
Recoveries & Contributions
Sales
Services to Other Municipalities
User Fees
Transfers Category
Contributions to Reserves
Draws from Reserves
Uniforms, corporate attire and safety clothing for Emergency Services and other staff
Telephone, heat, hydro, water
Town facility connections to high-speed, dark-fibre network across York Region
Garbage, recycling, yard waste, and green bin collection
Allocation of service costs to non-tax supported and capital budgets
Delay or deferral of expenditures and/or increased revenue opportunities that can be achieved on a temporary or transitional basis
Revenues in this category would include:
Tax collected from residential and non-residential properties
In-year collection of taxes received due to reassessed properties
Funding received to support growth related expenditures in accordance with Development Charges Act
Building permits, planning fees, engineering fees, fire permits, pool permits
Parking tickets, By-law violations
Ontario Municipal Partnership Fund (OMPF), Resource Productivity and Recovery Authority (formerly Waste Diversion
Ontario)
Interest earned on the investment of Town’s reserves
Charge back to Library for use of Town facilities
Issuance of marriage, lottery, business and taxi licenses
Sales of vehicles and equipment Farmers Market vendor fees, etc.
Emergency Services attendance at motor vehicle accidents
Penalty applied to unpaid property taxes
Contribution toward economic development, recovery of snow removal costs for unassumed roads
Tax certificates, snack bar, blue boxes, and green bins
Emergency Services provided to other municipalities
Ice rentals, recreation programs, facilities and sport field rentals, legal fees, fill operations, etc.
Transfers in this category would include:
Contribution to reserves represent fund set aside for future expenditures
Use of reserves to fund initiatives that are typically one time or time specific in nature